A quote from this excellent piece, neatly summarising a core impact of Brexit.

The Commission’s view, according to several sources, is that Brexit means existing distribution networks and supply chains are now defunct and will have to be replaced by other systems.

I have a memory of @anandMenon1 et al writing about a TM deal being greeted with a surge of ‘it’s a deal’ goodwill (it wasn’t) but the argument seems to hold true for the current deal.

Some of it is relief that we have all avoided no deal although I’d argue that much of the no deal furore was prestidigitation (as it has always been).

Some of it is exhaustion. Everyone (apart from enthusiasts and lunatics) is very tired indeed, especially after this annus horrificis.

Everyone wants to move on. Labour is a great example. That they were going to vote for the deal was visible from space. If Labour can banish the twin albatrosses of Corbyn and Brexit then, hey presto, it becomes competitive again.

So almost overnight a new consensus seems to form. The Christmas gift isn’t just a deal it’s a new beginning, again.

1. Brexit. Like Christmas with Covid or dunking your head in a bucket of ice cold water or running your toes over with a lawnmower. What fun we did not have. But here we all are. Forced to play the worst ever drunken party game.

THREAD

2. So as we while away our time, whooping it up from lockdown, wondering at the next national crisis, let us ponder this week’s existential question: how can a Brexit deal be so close and yet so far away?

3. Is it close? Is it far away? Are we doomed or saved? And even if we’re saved are we in fact doomed?

It’s all too much. Like playing zenga with no twig things or scrabble with no letters. My head is spinning. Pass me the whisky and egg my nog.

4. To generalize (why not, everyone else does) Brexit commentary tends to fall into two illustrious camps both full of the wisest of sages.

5. The first reflects upon Mr Johnson’s character and political track record, the many hard as you like pronouncements emanating from various government orifices and the most peculiar composition of the Conservative Party, to arrive at an understandably unhappy conclusion.

One wonders how long Lord Frost will retain his new position. The personnel decisions made by the PM are nothing if not frequent, ruthless and mercurial.

The whole affair is very curious. While I am sure that Lord Frost’s elevation owes much to his relationship with the PM and the perceived success of the Brexit negotiation, it is very curious indeed that allegedly it took a threat to resign to secure this new role.

A role which is needed (although might have been structured differently) but was to a large effect previously undertaken (with reasonable success) by Michael Gove who one might imagine may not be entirely happy with this diminishment of his responsibilities.

What might have happened to have resulted in this dramatic and to some extent destructive move (which appears to have been played out in the context of a wider struggle that saw Oliver Lewis (previously Lord Frost’s (LF) negotiation deputy)?

The original sin, of course, is the agreement to the Northern Ireland Protocol. Who knows who did what to who or thought what about what but my speculation is the PM either did not understand the consequences of the Protocol or was assured they could be successfully addressed.

I find it very strange that the same sort of people who look back on the financial crisis and austerity as catalysts for great change now seem to see Brexit and Covid as catalysts for great stability.

Partisanship is one helluva drug. Financial crisis = bad crisis. Brexit = good crisis. Even Covid, unequivocally a bad crisis, is characterised in parts as a good crisis (world beating vaccine etc).

A different reading (which spans Labour, Coalition and Conservative governments) is that 2008-2021 has been one continuous period of crisis punctuated by shorter periods of calm.

Crises aren’t the exception. Scottish independence and the future status of NI look ahead. They are the rule. More specifically, whether the crises are endogenous or exogenous the state has proven woefully ineffective at dealing with them.

We are meant to try to learn from this. And do our best not to apply partisan blinkers. The problems are deeply rooted. And, very obviously, Brexit isn’t the fix. It’s an attempt at a cure but in the same way as a radical therapy that solves some problems but creates others.

1/ Lots of good analysis out there on why the EU-China CAI is a bad decision in the context of Xinjiang, transatlantic partnerships, etc. But I also think that even the trade/econ benefits of the CAI look quite limited. Thread:

2/ It highlights, as a win, that China’s preservation of existing liberalizations. That’s positive, but not really a big problem; the bigger issue is stagnation, where reform pledges have failed to materialize after years/decades of promises. Great example is in the FDI openings,

3/ which are highlighted to include cloud, auto, fin services etc—all areas of EU/MNC interest. Thing is, these openings aren’t new. China has begun opening auto/finance since 2018/19, while the 50% cap on cloud services has remained unchanged since 2015 (or before if we consider

4/ WTO ascension commitments vs the 2015 Telecom Catalogue, but that’s for another day). So these are existing openings that are repackaged as “wins.” More critical issue beyond FDI caps is around licensing issuance, which still big problem. Arguably some more significance in

5/ R&D and health? Not an expert, but the FDI conditions (eg hospitals only in certain cities) are limiting, while R&D could be complicated by data/info controls. It’s also unclear how existing tech transfer prohibitions exceed existing protections in the foreign investment law,

1/ Quick thread. At the end of the third week of Brexit being "done", I can only say that I'm exhausted.

Immediate pressures on companies who have been trading goods have been on grappling with all of the new customs and regulatory requirements.

2/ It's clear that agrifood businesses have been the hardest hit due to the SPS checks and other requirements.

But for others, the shift from a distributor model to importer/exporter has been a challenge. This hasn't been helped by certain IT system not working as planned.

3/ So are these "teething problems"? Companies are grappling with the new systems & formalities.

Some are, but many others aren't.

Worth noting that freight volumes are still below average. But stockpiles are running low, coming weeks are going to be interesting.

4/ Two issues that are immediately facing many businesses that won't be addressed by sorting this teething period.

First, many businesses are facing the largest shift in their cost base in a generation.

5/ This comes from the cost of dealing with the customs procedures, upgrading IT systems to manage the new requirements, setting up European operating centres to comply with regulatory requirements, new immigration costs, the list goes on.

BREAKING: The EU’s chief negotiator has told MEPs that negotiations on a post-Brexit deal could continue until Wednesday but no further.

2/ According to sources present, Michel Barnier also warned the UK that a deal would not be approved by member states if it pressed ahead with passing the Internal Market and the Finance Bills into law.

3/ He told the European Parliament’s Brexit coordination committee this morning that US President Elect Joe Biden was also “sensitive” to any impact of UK law on the Good Friday Agreement.

4/ Mr Barnier told MEPs the talks were in the “endgame” and that there would have to be a decision on whether or not there was to be an agreement by Thursday.

5/ He said if there was no deal then the European Commission would be ready “to react immediately” with contingency plans, according to sources present.

Over the past 15 days I have not only been running my company as normal but I have been faced with largest threat to its future since it began in 1992. This is #Brexit & here is my thread on just how bad things are getting. 1/26

Six months ago my business started to prepare for Brexit. We obtained the following licences and accreditations JUST to maintain the status quo. EORI number, RORO badge for Chief, GBRC number, GBWK number, we already had ARWS and DAN accounts. 2/26

All of this took nearly five months a lot of form filling but on the 9th December this was all in place. So I would say whilst we knew Brexit would be a car crash we did not know it was going to be a multiple pile up in the fog with fatalities. 3/26

On January 4th I returned to work being wise enough to have stockpiled just enough so that if we had a bumpy ride in January we would have enough stock to last until February. 4/26

I should add this took a considerable amount of cash flow and management to do this during a lockdown/ pandemic combined with Xmas sales. But we managed. 5/26