Another problem is the bias within the Israeli Arab community against women in the workplace. A 2008 study by Women Against Violence, an Israeli Arab organization, found that public opinion among local Arabs may be slowly changing, but traditional attitudes are still entrenched. In a survey, even participants who “opposed older attitudes” still agreed with the statement “Arab society is predominantly patriarchal, where men are perceived as the decision-makers and women as inferior and ideally subservient. . . . A man who treats his partner other than [according to] the acceptable norm endangers his social standing.”
Despite this paradox, Women Against Violence director Aida Touma-Suleiman said that she sees men as partners for change, including a new acceptance of women who work outside the home. “There are Arab men who are unhappy with this balance of power, and wish to improve the relations between the genders. They see it as in their interest as much as anyone else’s,” she said.9
Yet because of the high birth rates in both the haredi and the Arab sectors, efforts to increase workforce participation in these sectors are racing against the demographic clock. According to Israel 2028, the report issued by an official blue-ribbon commission, the haredi and Arab sectors are projected to increase from 29 percent of Israel’s total population in 2007 to 39 percent by 2028. Without dramatic changes in workforce patterns, this shift will reduce labor-force participation rates even further. “The existing trends are working in stark opposition to the desired development,” the report warns.10
As he was campaigning to return to the premiership, Bibi Netanyahu made getting Israel to number among the top ten largest (per capita) economies in the world a centerpiece of his agenda. An independent think tank, the Reut Institute, has been pursuing a similar campaign called Israel 15. Gidi Grinstein, the founding president of Reut, was an adviser to former prime minister and current defense minister Ehud Barak, who had been a political rival of Netanyahu’s. Yet Grinstein agrees with Netanyahu that Israel’s goal should be not just to keep up with advanced nations but to rise to rank among the top nations as measured by GDP per capita.
As Grinstein sees it, “This challenge is not a luxury, it’s a necessity.” At a minimum, Israel must grow 4 percent per capita for a decade, he believes; the current gap in living standards between Israel and other developed countries is dangerous. He says, “Our business sector is among the world’s best, and our population is rich in skills and education. At the same time, the quality of life and the quality of public services in Israel are low, and for many, emigration is an opportunity to improve their lot.”11
This may be overstated, since record numbers of Israeli expatriates have recently been returning from the United States and other countries, in part due to a newly enacted ten-year tax holiday on foreign income for such returnees. And, of course, other factors besides income enter into “quality of life” decisions.
But the point that Israel can, should, and must grow its economy faster is crucial. Of all the threats and challenges facing Israel, an inability to keep the economy growing is perhaps the greatest, since it involves overcoming political obstacles and giving attention to neglected problems. Israel has a rare, maybe unique, cultural and institutional foundation that generates both innovation and entrepreneurship; what it lacks are policy fixes to further amplify and spread these assets within Israeli society. Fortunately for Israel, it is probably easier to change policies than it is to change a culture, as countries like Singapore demonstrate. As the New York Times’ Thomas Friedman put it, “I would much rather have Israel’s problems, which are mostly financial, mostly about governance, and mostly about infrastructure, rather than Singapore’s problem because Singapore’s problem is culture-bound.”12
Conclusion
Farmers of High Tech
The most careful thing is to dare.
—SHIMON PERES
AS WE WAITED IN ONE OF THE ANTEROOMS of the President’s House, we were not sure how much time we would get with President Shimon Peres. At eighty-five, Peres is the last member of the founding generation still in high office. Peres began his career as a twenty-five-year-old sidekick to David Ben-Gurion and went on to serve in almost every ministerial post, including two stints as prime minister. He also picked up a Nobel Peace Prize along the way.
Abroad, he is one of the most admired Israelis. At home, his reputation is more controversial. Peres is known primarily as the father of the 1993 Oslo accords, which were famously instituted with a handshake between Yitzhak Rabin and Yasir Arafat in the presence of Bill Clinton on the White House lawn, but which came to symbolize, to many Israelis, false hopes, terrorism, and war.
It is hard to exaggerate Peres’s impact on Israel’s diplomacy, but this is not what we were primarily interested in talking to him about. Less well known, but no less significant, was his role as a serial entrepreneur of a very unique sort—a founder of industries. He never spent a day of his life in business. In fact, he told us that neither he nor Ben-Gurion knew anything about economics. But Peres’s approach to government has been one of an entrepreneur launching start-ups.
Peres grew up on a kibbutz before the founding of the state. It wasn’t just the social and economic structure of this Israeli invention that was innovative; its very means of sustenance represented a huge departure. “Agriculture is more revolutionary than industry,” Peres was quick to point out as we finally settled into his book-lined office, surrounded by mementos from Ben-Gurion and world leaders.
“In twenty-five years, Israel increased its agricultural yields seventeen times. This is amazing,” he told us. People don’t realize this, Peres said, but agriculture is “ninety-five percent science, five percent work.”
Peres seemed to see technology everywhere, and long before Israelis themselves thought in such terms. This may have been one of the reasons Ben-Gurion backed Peres so strongly; the “Old Man” was also fascinated by technology, he told us. “Ben-Gurion thought the future was science. He would always say that in the army it’s not enough to be up to date; you have to be up to tomorrow,” Peres recalled.
So Ben-Gurion and Peres became a technological tag team. Peres and American swashbuckler Al Schwimmer started dreaming up an aeronautics industry while flying over the Arctic in 1951. But when they got back to Israel, they were met with stiff opposition. “We can’t even make bicycles,” ministers told Peres, in days in which a nascent bicycle industry was indeed failing, refugees were continuing to flood into the country, and basic foodstuffs were still being rationed. But with Ben-Gurion’s backing, Peres was able to prevail.
Later on, Peres’s idea of starting a nuclear industry was similarly written off. It was seen as too ambitious, even by Israeli scientists in the field. The finance minister, who believed that the Israeli economy should focus on textile exports, told Peres, “It’s very good you came to me. I shall make sure you won’t get a penny.” So with typical disregard for the rules, Ben-Gurion and Peres somehow funded the project off-budget and Peres went around the established scientists, turning instead to students at the Technion, some of whom he sent to France for training.