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Winner of the William Foote Whyte and Kathleen King Whyte Book Prize from the Rutgers Institute for the Study of Employee Ownership and Profit Sharing
Employee ownership creates stronger companies, helps workers build wealth, and fosters a fairer, more stable society. In this book, two leading experts show how it works-and how it can be greatly expanded.
Why are wages stagnant and wealth inequality increasing? One factor has inexplicably been left out: who owns the companies that drive the economy. Ownership gives people a claim to the fruits of free enterprise. Employee ownership gives workers-the people who have a stake in the company-a fair chance to benefit from their labors.
In three simple parts, Corey Rosen and John Case create a powerful argument for why employee ownership is the answer to capitalism's crisis and how to implement it:
1. What's wrong with what we have-The authors explain why companies usually end up being sold off to investors and the often-horrific consequences that result for workers, communities, and the environment.
2. How can we change things?-This section shows how overlooking ownership limits attempts to reform capitalism and why employee ownership is a realistic and practical way to save capitalism from its own excesses.
3. Reinventing capitalism for the 21st century-This section describes how employee ownership has been done, is being done, and can be expanded and gives examples of companies of all sizes and sectors.
Employee ownership creates stronger companies, helps workers build wealth, and fosters a fairer, more stable society. In this book, two leading experts show how it works-and how it can be greatly expanded.
Why are wages stagnant and wealth inequality increasing? One factor has inexplicably been left out: who owns the companies that drive the economy. Ownership gives people a claim to the fruits of free enterprise. Employee ownership gives workers-the people who have a stake in the company-a fair chance to benefit from their labors.
In three simple parts, Corey Rosen and John Case create a powerful argument for why employee ownership is the answer to capitalism's crisis and how to implement it:
1. What's wrong with what we have-The authors explain why companies usually end up being sold off to investors and the often-horrific consequences that result for workers, communities, and the environment.
2. How can we change things?-This section shows how overlooking ownership limits attempts to reform capitalism and why employee ownership is a realistic and practical way to save capitalism from its own excesses.
3. Reinventing capitalism for the 21st century-This section describes how employee ownership has been done, is being done, and can be expanded and gives examples of companies of all sizes and sectors.
Winner of the William Foote Whyte and Kathleen King Whyte Book Prize from the Rutgers Institute for the Study of Employee Ownership and Profit Sharing
Employee ownership creates stronger companies, helps workers build wealth, and fosters a fairer, more stable society. In this book, two leading experts show how it works-and how it can be greatly expanded.
Why are wages stagnant and wealth inequality increasing? One factor has inexplicably been left out: who owns the companies that drive the economy. Ownership gives people a claim to the fruits of free enterprise. Employee ownership gives workers-the people who have a stake in the company-a fair chance to benefit from their labors.
In three simple parts, Corey Rosen and John Case create a powerful argument for why employee ownership is the answer to capitalism's crisis and how to implement it:
1. What's wrong with what we have-The authors explain why companies usually end up being sold off to investors and the often-horrific consequences that result for workers, communities, and the environment.
2. How can we change things?-This section shows how overlooking ownership limits attempts to reform capitalism and why employee ownership is a realistic and practical way to save capitalism from its own excesses.
3. Reinventing capitalism for the 21st century-This section describes how employee ownership has been done, is being done, and can be expanded and gives examples of companies of all sizes and sectors.
Employee ownership creates stronger companies, helps workers build wealth, and fosters a fairer, more stable society. In this book, two leading experts show how it works-and how it can be greatly expanded.
Why are wages stagnant and wealth inequality increasing? One factor has inexplicably been left out: who owns the companies that drive the economy. Ownership gives people a claim to the fruits of free enterprise. Employee ownership gives workers-the people who have a stake in the company-a fair chance to benefit from their labors.
In three simple parts, Corey Rosen and John Case create a powerful argument for why employee ownership is the answer to capitalism's crisis and how to implement it:
1. What's wrong with what we have-The authors explain why companies usually end up being sold off to investors and the often-horrific consequences that result for workers, communities, and the environment.
2. How can we change things?-This section shows how overlooking ownership limits attempts to reform capitalism and why employee ownership is a realistic and practical way to save capitalism from its own excesses.
3. Reinventing capitalism for the 21st century-This section describes how employee ownership has been done, is being done, and can be expanded and gives examples of companies of all sizes and sectors.
Winner of the William Foote Whyte and Kathleen King Whyte Book Prize from the Rutgers Institute for the Study of Employee Ownership and Profit Sharing
Employee ownership creates stronger companies, helps workers build wealth, and fosters a fairer, more stable society. In this book, two leading experts show how it works-and how it can be greatly expanded.
Why are wages stagnant and wealth inequality increasing? One factor has inexplicably been left out: who owns the companies that drive the economy. Ownership gives people a claim to the fruits of free enterprise. Employee ownership gives workers-the people who have a stake in the company-a fair chance to benefit from their labors.
In three simple parts, Corey Rosen and John Case create a powerful argument for why employee ownership is the answer to capitalism's crisis and how to implement it:
1. What's wrong with what we have-The authors explain why companies usually end up being sold off to investors and the often-horrific consequences that result for workers, communities, and the environment.
2. How can we change things?-This section shows how overlooking ownership limits attempts to reform capitalism and why employee ownership is a realistic and practical way to save capitalism from its own excesses.
3. Reinventing capitalism for the 21st century-This section describes how employee ownership has been done, is being done, and can be expanded and gives examples of companies of all sizes and sectors.
Employee ownership creates stronger companies, helps workers build wealth, and fosters a fairer, more stable society. In this book, two leading experts show how it works-and how it can be greatly expanded.
Why are wages stagnant and wealth inequality increasing? One factor has inexplicably been left out: who owns the companies that drive the economy. Ownership gives people a claim to the fruits of free enterprise. Employee ownership gives workers-the people who have a stake in the company-a fair chance to benefit from their labors.
In three simple parts, Corey Rosen and John Case create a powerful argument for why employee ownership is the answer to capitalism's crisis and how to implement it:
1. What's wrong with what we have-The authors explain why companies usually end up being sold off to investors and the often-horrific consequences that result for workers, communities, and the environment.
2. How can we change things?-This section shows how overlooking ownership limits attempts to reform capitalism and why employee ownership is a realistic and practical way to save capitalism from its own excesses.
3. Reinventing capitalism for the 21st century-This section describes how employee ownership has been done, is being done, and can be expanded and gives examples of companies of all sizes and sectors.
As long as businesses are set up to focus exclusively on maximizing financial income for the few, our economy will be locked into endless growth and widening inequality. But now people are experimenting with new forms of ownership, which Marjorie Kelly calls generative: aimed at creating the conditions for life for many generations to come. These designs may hold the key to the deep transformation our civilization needs.
To understand these emerging alternatives, Kelly reports from all over the world, visiting a community-owned wind facility in Massachusetts, a lobster cooperative in Maine, a multibillion-dollar employee-owned department-store chain in London, a foundation-owned pharmaceutical company in Denmark, a farmer-owned dairy in Wisconsin, and other places where a hopeful new economy is being built. Along the way, she finds the five essential patterns of ownership design that make these models work.
To understand these emerging alternatives, Kelly reports from all over the world, visiting a community-owned wind facility in Massachusetts, a lobster cooperative in Maine, a multibillion-dollar employee-owned department-store chain in London, a foundation-owned pharmaceutical company in Denmark, a farmer-owned dairy in Wisconsin, and other places where a hopeful new economy is being built. Along the way, she finds the five essential patterns of ownership design that make these models work.
As long as businesses are set up to focus exclusively on maximizing financial income for the few, our economy will be locked into endless growth and widening inequality. But now people are experimenting with new forms of ownership, which Marjorie Kelly calls generative: aimed at creating the conditions for life for many generations to come. These designs may hold the key to the deep transformation our civilization needs.
To understand these emerging alternatives, Kelly reports from all over the world, visiting a community-owned wind facility in Massachusetts, a lobster cooperative in Maine, a multibillion-dollar employee-owned department-store chain in London, a foundation-owned pharmaceutical company in Denmark, a farmer-owned dairy in Wisconsin, and other places where a hopeful new economy is being built. Along the way, she finds the five essential patterns of ownership design that make these models work.
Go the Distance!
Whether you're running a race or running a company, pacing is everything. Go too fast and you'll burn yourself out—too slow and you're left in the dust. So how can leaders find the right speed? Growth expert Alison Eyring, who is also a long-distance runner and triathlete, found the answer in endurance training.
It's a concept she calls Intelligent Restraint. Eyring shows leaders how to evaluate their company's and team's current capacity for growth and identify the right capabilities and pacing strategies to increase growth steadily and sustainably. She masterfully weaves physiological and psychological research, in-depth business case studies, examples from real leaders, and practical tools with her own narrative of endurance training. The result is a revolutionary new mindset for enduring success.
Whether you're running a race or running a company, pacing is everything. Go too fast and you'll burn yourself out—too slow and you're left in the dust. So how can leaders find the right speed? Growth expert Alison Eyring, who is also a long-distance runner and triathlete, found the answer in endurance training.
It's a concept she calls Intelligent Restraint. Eyring shows leaders how to evaluate their company's and team's current capacity for growth and identify the right capabilities and pacing strategies to increase growth steadily and sustainably. She masterfully weaves physiological and psychological research, in-depth business case studies, examples from real leaders, and practical tools with her own narrative of endurance training. The result is a revolutionary new mindset for enduring success.
Go the Distance!
Whether you're running a race or running a company, pacing is everything. Go too fast and you'll burn yourself out—too slow and you're left in the dust. So how can leaders find the right speed? Growth expert Alison Eyring, who is also a long-distance runner and triathlete, found the answer in endurance training.
It's a concept she calls Intelligent Restraint. Eyring shows leaders how to evaluate their company's and team's current capacity for growth and identify the right capabilities and pacing strategies to increase growth steadily and sustainably. She masterfully weaves physiological and psychological research, in-depth business case studies, examples from real leaders, and practical tools with her own narrative of endurance training. The result is a revolutionary new mindset for enduring success.
Whether you're running a race or running a company, pacing is everything. Go too fast and you'll burn yourself out—too slow and you're left in the dust. So how can leaders find the right speed? Growth expert Alison Eyring, who is also a long-distance runner and triathlete, found the answer in endurance training.
It's a concept she calls Intelligent Restraint. Eyring shows leaders how to evaluate their company's and team's current capacity for growth and identify the right capabilities and pacing strategies to increase growth steadily and sustainably. She masterfully weaves physiological and psychological research, in-depth business case studies, examples from real leaders, and practical tools with her own narrative of endurance training. The result is a revolutionary new mindset for enduring success.
Relentless speed and unconstrained activity are not necessary for growth-you need only look to companies like Enron, Pets.com, and Groupon to see that “fast” does not always mean “good.” Leading growth consultant Alison Eyring provides a different view on growth, preaching restraint, not rushing in.
“It's a marathon, not a sprint.” We hear this truism all the time, but in business there's constant pressure to go all out and never let up. Leaders are driven to set stretch targets, relentlessly reduce costs, launch new initiatives, expand into new markets, hire more people, develop more capabilities, and execute flawlessly. It all sounds great-until the company overextends itself and collapses like a badly trained racehorse in the home stretch.
So what is the right pace for steady, sustainable growth? How do you know when to push yourself and when to back off? Growth consultant Alison Eyring (who also happens to be a distance runner) says the answer is what she calls Intelligent Restraint. Eyring shows precisely how you can evaluate your company's current capacity for growth so you can restrain yourself from exceeding it, no matter how tempting the supposed opportunities seem. Then she offers a set of practices for gradually building that capacity so you can grow steadily but sensibly in a way that strengthens your company instead of stretching it to the breaking point.
“It's a marathon, not a sprint.” We hear this truism all the time, but in business there's constant pressure to go all out and never let up. Leaders are driven to set stretch targets, relentlessly reduce costs, launch new initiatives, expand into new markets, hire more people, develop more capabilities, and execute flawlessly. It all sounds great-until the company overextends itself and collapses like a badly trained racehorse in the home stretch.
So what is the right pace for steady, sustainable growth? How do you know when to push yourself and when to back off? Growth consultant Alison Eyring (who also happens to be a distance runner) says the answer is what she calls Intelligent Restraint. Eyring shows precisely how you can evaluate your company's current capacity for growth so you can restrain yourself from exceeding it, no matter how tempting the supposed opportunities seem. Then she offers a set of practices for gradually building that capacity so you can grow steadily but sensibly in a way that strengthens your company instead of stretching it to the breaking point.
The Best Guide to Past Performance Evaluation in Government Contracting Just Got Better!
The Past Performance Handbook has long been the resource contracting professionals have turned to for guidance on evaluating contractor performance and making award decisions in competitive acquisitions based on the evaluation results.
Now this essential resource has been completely updated and revised to bring readers the most up-to-date information they need to conduct past performance evaluations. Past Performance Handbook: Applying Commercial Practices to Federal Procurement, Second Edition, not only includes a detailed explanation of the process of past performance evaluation, but also presents new approaches to standardizing assessment areas and rating scales, streamlining the source selection process, and ensuring that awards are made to the most qualified offerors.
This thoroughly revised second edition offers:
• Additional focus on the collaboration between the government and contractors in providing past performance information
• Enhanced definitions of numerical scoring, adjectival ratings, color coding schema, and risk assessments — all consistent with the current guidelines issued by the Department of Defense and the Office of Federal Procurement Policy (OFPP)
• Updated citations from the Federal Acquisition Regulation, OFPP, and the Government Accountability Office (GAO)
• Abridged GAO decisions that provide details for citations included in the text.
Contracting officers and contractors working with the government will find value in every chapter of this updated edition.
The Past Performance Handbook has long been the resource contracting professionals have turned to for guidance on evaluating contractor performance and making award decisions in competitive acquisitions based on the evaluation results.
Now this essential resource has been completely updated and revised to bring readers the most up-to-date information they need to conduct past performance evaluations. Past Performance Handbook: Applying Commercial Practices to Federal Procurement, Second Edition, not only includes a detailed explanation of the process of past performance evaluation, but also presents new approaches to standardizing assessment areas and rating scales, streamlining the source selection process, and ensuring that awards are made to the most qualified offerors.
This thoroughly revised second edition offers:
• Additional focus on the collaboration between the government and contractors in providing past performance information
• Enhanced definitions of numerical scoring, adjectival ratings, color coding schema, and risk assessments — all consistent with the current guidelines issued by the Department of Defense and the Office of Federal Procurement Policy (OFPP)
• Updated citations from the Federal Acquisition Regulation, OFPP, and the Government Accountability Office (GAO)
• Abridged GAO decisions that provide details for citations included in the text.
Contracting officers and contractors working with the government will find value in every chapter of this updated edition.
The Best Guide to Past Performance Evaluation in Government Contracting Just Got Better!
The Past Performance Handbook has long been the resource contracting professionals have turned to for guidance on evaluating contractor performance and making award decisions in competitive acquisitions based on the evaluation results.
Now this essential resource has been completely updated and revised to bring readers the most up-to-date information they need to conduct past performance evaluations. Past Performance Handbook: Applying Commercial Practices to Federal Procurement, Second Edition, not only includes a detailed explanation of the process of past performance evaluation, but also presents new approaches to standardizing assessment areas and rating scales, streamlining the source selection process, and ensuring that awards are made to the most qualified offerors.
This thoroughly revised second edition offers:
• Additional focus on the collaboration between the government and contractors in providing past performance information
• Enhanced definitions of numerical scoring, adjectival ratings, color coding schema, and risk assessments — all consistent with the current guidelines issued by the Department of Defense and the Office of Federal Procurement Policy (OFPP)
• Updated citations from the Federal Acquisition Regulation, OFPP, and the Government Accountability Office (GAO)
• Abridged GAO decisions that provide details for citations included in the text.
Contracting officers and contractors working with the government will find value in every chapter of this updated edition.
The Past Performance Handbook has long been the resource contracting professionals have turned to for guidance on evaluating contractor performance and making award decisions in competitive acquisitions based on the evaluation results.
Now this essential resource has been completely updated and revised to bring readers the most up-to-date information they need to conduct past performance evaluations. Past Performance Handbook: Applying Commercial Practices to Federal Procurement, Second Edition, not only includes a detailed explanation of the process of past performance evaluation, but also presents new approaches to standardizing assessment areas and rating scales, streamlining the source selection process, and ensuring that awards are made to the most qualified offerors.
This thoroughly revised second edition offers:
• Additional focus on the collaboration between the government and contractors in providing past performance information
• Enhanced definitions of numerical scoring, adjectival ratings, color coding schema, and risk assessments — all consistent with the current guidelines issued by the Department of Defense and the Office of Federal Procurement Policy (OFPP)
• Updated citations from the Federal Acquisition Regulation, OFPP, and the Government Accountability Office (GAO)
• Abridged GAO decisions that provide details for citations included in the text.
Contracting officers and contractors working with the government will find value in every chapter of this updated edition.
Uri Savir has an ambitious, indispensable goal: to bring peacemaking into the 21st century. “Little in today's world,” writes Savir, “is more progressive than modern warfare. Yet little is more archaic than peacemaking.” We remain trapped in a centuries-old mindset, with leaders bargaining warily for concessions and signing treaties that collapse because no one on the ground has any real stake in them.
Drawing on his experiences negotiating the Oslo Peace Accords as well as on trenchant examples from Ethiopia, Eritrea, Rwanda, Sierra Leone, Afghanistan, India, Pakistan, Northern Ireland, and the former Yugoslavia, Savir argues that an enduring peace is built from the bottom up, not from the top down. He describes a new model based on establishing and nurturing mutually beneficial forms of cooperation beginning on the local level, city to city and organization to organization.
This process of “glocalization”—involving local actors in global issues—is the first step toward constructing a peace ecology: a comprehensive transnational culture dedicated to breaking down the psychological and social barriers between former enemies. These efforts are furthered through the establishment of joint ventures that give each side a tangible stake in maintaining peace. Diplomacy still has a role, but it must reject maneuvering for gain and instead emphasize the advantages both sides will gain with the cultivation of lasting peace.
Throughout Savir provides concrete examples of how these concepts have been put into practice. And he ends with a detailed vision of how this model could bring an enduring peace in one of the world's most war-torn areas: the Mediterranean Basin. Peace First offers a pragmatic yet revolutionary new approach that promises to end our most intractable conflicts.
Drawing on his experiences negotiating the Oslo Peace Accords as well as on trenchant examples from Ethiopia, Eritrea, Rwanda, Sierra Leone, Afghanistan, India, Pakistan, Northern Ireland, and the former Yugoslavia, Savir argues that an enduring peace is built from the bottom up, not from the top down. He describes a new model based on establishing and nurturing mutually beneficial forms of cooperation beginning on the local level, city to city and organization to organization.
This process of “glocalization”—involving local actors in global issues—is the first step toward constructing a peace ecology: a comprehensive transnational culture dedicated to breaking down the psychological and social barriers between former enemies. These efforts are furthered through the establishment of joint ventures that give each side a tangible stake in maintaining peace. Diplomacy still has a role, but it must reject maneuvering for gain and instead emphasize the advantages both sides will gain with the cultivation of lasting peace.
Throughout Savir provides concrete examples of how these concepts have been put into practice. And he ends with a detailed vision of how this model could bring an enduring peace in one of the world's most war-torn areas: the Mediterranean Basin. Peace First offers a pragmatic yet revolutionary new approach that promises to end our most intractable conflicts.
Uri Savir has an ambitious, indispensable goal: to bring peacemaking into the 21st century. “Little in today’s world,” writes Savir, “is more progressive than modern warfare. Yet little is more archaic than peacemaking.” We remain trapped in a centuries-old mindset, with leaders bargaining warily for concessions and signing treaties that collapse because no one on the ground has any real stake in them.
Drawing on his experiences negotiating the Oslo Peace Accords as well as on trenchant examples from Ethiopia, Eritrea, Rwanda, Sierra Leone, Afghanistan, India, Pakistan, Northern Ireland, and the former Yugoslavia, Savir argues that an enduring peace is built from the bottom up, not from the top down. He describes a new model based on establishing and nurturing mutually beneficial forms of cooperation beginning on the local level, city-to-city and organization-to-organization.
This process of “glocalization”—involving local actors in global issues—is the first step toward constructing a peace ecology: a comprehensive transnational culture dedicated to breaking down the psychological and social barriers between former enemies. These efforts are furthered through the establishment of joint ventures that give each side a tangible stake in maintaining peace. Diplomacy still has a role, but it must reject maneuvering for gain and instead emphasize the advantages both sides will gain with the cultivation of lasting peace.
Throughout, Savir provides concrete examples of how these concepts have been put into practice. And he ends with a detailed vision of how this model could bring an enduring peace in one of the world’s most war-torn areas: the Mediterranean Basin. Peace First offers a pragmatic yet revolutionary new approach that promises to end our most intractable conflicts.
In this groundbreaking new guide to building peace, international ambassador Uri Savir exposes the deadly ironies and anachronisms in contemporary efforts to solve global conflicts, and they present a radical new model for modernizing our efforts to build real and lasting peace, from the ground up.