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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.
Our leadership models are stuck in an Industrial Age, top-down mentality. But in our complex, data-drenched, 24/7 world, there is simply too much information coming from too many different directions too quickly for any one leader or group to stay on top of it. Hierarchy is breaking down everywhere—why should leadership be any different?
Inspired by the peer-to-peer model of computing used in social networking and crowdsource technologies, Mila Baker shows a new way to lead. Organizations, she says, must become networks of "equipotent" nodes of power—peer leaders. The job of the leader is now to set the overall goals and direction and optimize the health of that network, not tell it what to do. In these organizations, leadership roles shift rapidly to fit the needs of any given situation. Information flows freely so those who need it can find it easily and act on it immediately. Feedback becomes an organic part of the workflow, enabling rapid course corrections.
Baker shows how companies like Gore and Herman Miller have achieved long-term success practicing these principles and provides a structure that any organization can adapt to build flexibility, resiliency, and accountability.
Our leadership models are stuck in an Industrial Age, top-down mentality. But in our complex, data-drenched, 24/7 world, there is simply too much information coming from too many different directions too quickly for any one leader or group to stay on top of it. Hierarchy is breaking down everywhere—why should leadership be any different?
Inspired by the peer-to-peer model of computing used in social networking and crowdsource technologies, Mila Baker shows a new way to lead. Organizations, she says, must become networks of "equipotent" nodes of power—peer leaders. The job of the leader is now to set the overall goals and direction and optimize the health of that network, not tell it what to do. In these organizations, leadership roles shift rapidly to fit the needs of any given situation. Information flows freely so those who need it can find it easily and act on it immediately. Feedback becomes an organic part of the workflow, enabling rapid course corrections.
Baker shows how companies like Gore and Herman Miller have achieved long-term success practicing these principles and provides a structure that any organization can adapt to build flexibility, resiliency, and accountability.
Inspired by the peer-to-peer model of computing used in social networking and crowdsource technologies, Mila Baker shows a new way to lead. Organizations, she says, must become networks of "equipotent" nodes of power—peer leaders. The job of the leader is now to set the overall goals and direction and optimize the health of that network, not tell it what to do. In these organizations, leadership roles shift rapidly to fit the needs of any given situation. Information flows freely so those who need it can find it easily and act on it immediately. Feedback becomes an organic part of the workflow, enabling rapid course corrections.
Baker shows how companies like Gore and Herman Miller have achieved long-term success practicing these principles and provides a structure that any organization can adapt to build flexibility, resiliency, and accountability.
From a top scholar and corporate executive comes a new vision for leadership; the days of top-down management are numbered, but the potential for peer-to-peer leadership is limitless.
WE ARE ALL in the people business because we deal with other people all the time. But do you sometimes reach out to others only to find your efforts misunderstood or rejected? Do you wish your relationships with people close to you were more harmonious and fulfilling? PeopleSmart is a practical guide for anyone who asks these questions, which means most of us at some time or other. It reveals a powerful plan for making your relationships more productive and rewarding-whether they are with a supervisor and coworkers or a spouse, relatives, and friends-by developing your interpersonal intelligence.