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A Volume of the Business Analysis Essential Library Series
The heart of the business analyst's role is to drive various constituencies through processes to achieve consensus on the needs of the business. Successfully facilitating meetings — whether a one-on-one interview or a larger presentation — is essential to business analysis. The Art and Power of Facilitation: Running Powerful Meetings provides powerful tools that the business analyst can use to negotiate through the myriad of meetings, informal work sessions, and formal workshops that are necessary to develop business requirements.
The heart of the business analyst's role is to drive various constituencies through processes to achieve consensus on the needs of the business. Successfully facilitating meetings — whether a one-on-one interview or a larger presentation — is essential to business analysis. The Art and Power of Facilitation: Running Powerful Meetings provides powerful tools that the business analyst can use to negotiate through the myriad of meetings, informal work sessions, and formal workshops that are necessary to develop business requirements.
A Volume of the Business Analysis Essential Library Series
The heart of the business analyst's role is to drive various constituencies through processes to achieve consensus on the needs of the business. Successfully facilitating meetings — whether a one-on-one interview or a larger presentation — is essential to business analysis. The Art and Power of Facilitation: Running Powerful Meetings provides powerful tools that the business analyst can use to negotiate through the myriad of meetings, informal work sessions, and formal workshops that are necessary to develop business requirements.
The heart of the business analyst's role is to drive various constituencies through processes to achieve consensus on the needs of the business. Successfully facilitating meetings — whether a one-on-one interview or a larger presentation — is essential to business analysis. The Art and Power of Facilitation: Running Powerful Meetings provides powerful tools that the business analyst can use to negotiate through the myriad of meetings, informal work sessions, and formal workshops that are necessary to develop business requirements.
Using a proven three-part framework, this book shows how anyone-from a CEO to frontline employee-can play a pivotal role in creating a diverse and welcoming workplace.
Creating a diverse workplace needs to be an ongoing effort, not just the subject of occasional training. As Celeste Warren says, needed change won't take place unless all employees feel that they have a role to play in creating the culture they would like to see in their organization.
Regardless of what position you hold, you have the ability to impact change and create a more inclusive environment. Anyone can commit to becoming an unofficial Diversity and Inclusion Ambassador in his or her organization. Warren offers a straightforward three-stage model:
Become aware of your strengths, weaknesses, and conscious and unconscious biases.
Take an inventory of your surroundings: what is getting in the way of there being an inclusive environment in your organization?
Develop a personal action plan.
Depending on your position, the actions you take can be as simple as consistently raising DEI-related issues in staff meetings or as far-reaching as leading an Employee Resource Group or developing a new hiring policy. In separate chapters, Warren offers specific advice for chief diversity and inclusion officers, C-suite leaders, first-line managers, human resources practitioners, and individual contributors. This book features examples, exercises, and practical tools that show you how to assess where your organization is at and develop a purpose and strategy that can make diversity a workplace reality.
Creating a diverse workplace needs to be an ongoing effort, not just the subject of occasional training. As Celeste Warren says, needed change won't take place unless all employees feel that they have a role to play in creating the culture they would like to see in their organization.
Regardless of what position you hold, you have the ability to impact change and create a more inclusive environment. Anyone can commit to becoming an unofficial Diversity and Inclusion Ambassador in his or her organization. Warren offers a straightforward three-stage model:
Become aware of your strengths, weaknesses, and conscious and unconscious biases.
Take an inventory of your surroundings: what is getting in the way of there being an inclusive environment in your organization?
Develop a personal action plan.
Depending on your position, the actions you take can be as simple as consistently raising DEI-related issues in staff meetings or as far-reaching as leading an Employee Resource Group or developing a new hiring policy. In separate chapters, Warren offers specific advice for chief diversity and inclusion officers, C-suite leaders, first-line managers, human resources practitioners, and individual contributors. This book features examples, exercises, and practical tools that show you how to assess where your organization is at and develop a purpose and strategy that can make diversity a workplace reality.
Using a proven three-part framework, this book shows how anyone-from a CEO to frontline employee-can play a pivotal role in creating a diverse and welcoming workplace.
Creating a diverse workplace needs to be an ongoing effort, not just the subject of occasional training. As Celeste Warren says, needed change won't take place unless all employees feel that they have a role to play in creating the culture they would like to see in their organization.
Regardless of what position you hold, you have the ability to impact change and create a more inclusive environment. Anyone can commit to becoming an unofficial Diversity and Inclusion Ambassador in his or her organization. Warren offers a straightforward three-stage model:
Become aware of your strengths, weaknesses, and conscious and unconscious biases.
Take an inventory of your surroundings: what is getting in the way of there being an inclusive environment in your organization?
Develop a personal action plan.
Depending on your position, the actions you take can be as simple as consistently raising DEI-related issues in staff meetings or as far-reaching as leading an Employee Resource Group or developing a new hiring policy. In separate chapters, Warren offers specific advice for chief diversity and inclusion officers, C-suite leaders, first-line managers, human resources practitioners, and individual contributors. This book features examples, exercises, and practical tools that show you how to assess where your organization is at and develop a purpose and strategy that can make diversity a workplace reality.
Creating a diverse workplace needs to be an ongoing effort, not just the subject of occasional training. As Celeste Warren says, needed change won't take place unless all employees feel that they have a role to play in creating the culture they would like to see in their organization.
Regardless of what position you hold, you have the ability to impact change and create a more inclusive environment. Anyone can commit to becoming an unofficial Diversity and Inclusion Ambassador in his or her organization. Warren offers a straightforward three-stage model:
Become aware of your strengths, weaknesses, and conscious and unconscious biases.
Take an inventory of your surroundings: what is getting in the way of there being an inclusive environment in your organization?
Develop a personal action plan.
Depending on your position, the actions you take can be as simple as consistently raising DEI-related issues in staff meetings or as far-reaching as leading an Employee Resource Group or developing a new hiring policy. In separate chapters, Warren offers specific advice for chief diversity and inclusion officers, C-suite leaders, first-line managers, human resources practitioners, and individual contributors. This book features examples, exercises, and practical tools that show you how to assess where your organization is at and develop a purpose and strategy that can make diversity a workplace reality.
To help large and small businesses repair our broken talent pipeline, Ed Gordon offers counter-intuitive, bottom-up solutions through which corporations partner with NGOs, educational groups, local chambers of commerce and other stakeholders to rebuild the wellspring.
In the next few years the world will be facing a huge talent shortage. Demographic trends in America, Europe, Russia, and Japan are reducing the pool of new workers. As the need for talent grows, China’s and India’s educational systems won’t be able to produce enough qualified graduates for themselves, let alone the rest of the world. But the heart of the problem is that the education-to-employment system worldwide is badly outmoded. We’re not producing graduates with the kinds of technical, communications, and thinking skills needed in the 21st century.
In Winning the Global Talent Showdown, Ed Gordon surveys the sorry state of the world talent pipeline, with separate chapters on the Americas, Asia, and Europe. Each region faces its own challenges, yet the result is the same: a dramatic shortage of workers who can function in what Gordon calls our “cyber-mental” age.
But this is fundamentally a book about solutions. Gordon argues that we need to completely reinvent our talent-creation system—and some pioneering efforts are already underway. He describes dozens of “gateways to the future,” innovative partnerships in which local governments, schools, businesses, labor unions, parents, training organizations, community activists, and others are collaborating to develop completely new approaches to education. Based on personal experience, Gordon outlines how concerned citizens can establish these partnerships in their own communities. And he looks down the road to 2020, explaining how we can build on the best of these new ideas so that the jobs pipeline flows freely again.
To help large and small businesses repair our broken talent pipeline, Ed Gordon offers counter-intuitive, bottom-up solutions through which corporations partner with NGOs, educational groups, local chambers of commerce and other stakeholders to rebuild the wellspring.
In the next few years the world will be facing a huge talent shortage. Demographic trends in America, Europe, Russia, and Japan are reducing the pool of new workers. As the need for talent grows, China’s and India’s educational systems won’t be able to produce enough qualified graduates for themselves, let alone the rest of the world. But the heart of the problem is that the education-to-employment system worldwide is badly outmoded. We’re not producing graduates with the kinds of technical, communications, and thinking skills needed in the 21st century.
In Winning the Global Talent Showdown, Ed Gordon surveys the sorry state of the world talent pipeline, with separate chapters on the Americas, Asia, and Europe. Each region faces its own challenges, yet the result is the same: a dramatic shortage of workers who can function in what Gordon calls our “cyber-mental” age.
But this is fundamentally a book about solutions. Gordon argues that we need to completely reinvent our talent-creation system—and some pioneering efforts are already underway. He describes dozens of “gateways to the future,” innovative partnerships in which local governments, schools, businesses, labor unions, parents, training organizations, community activists, and others are collaborating to develop completely new approaches to education. Based on personal experience, Gordon outlines how concerned citizens can establish these partnerships in their own communities. And he looks down the road to 2020, explaining how we can build on the best of these new ideas so that the jobs pipeline flows freely again.
“Not only does Anholt explain the challenges facing the world with unique clarity, he also provides genuinely new, informative, practical, innovative solutions. . . . The book is a must-read for anyone who cares about humanity's shared future.”
—H. E. Mohamed Abdullahi Mohamed (Farmaajo), President of the Federal Republic of Somalia
Simon Anholt has spent decades helping countries from Austria to Zambia to improve their international standing. Using colorful descriptions of his experiences—dining with Vladimir Putin at his country home, taking a group of Felipe Calderon's advisors on their first Mexico City subway ride, touring a beautiful new government hospital in Afghanistan that nobody would use because it was in Taliban-controlled territory—he tells how he began finding answers to that question.
Ultimately, Anholt hit on the Good Country Equation, a formula for encouraging international cooperation and reinventing education for a globalized era. Anholt even offers a “selfish” argument for cooperation: he shows that it generates goodwill, which in turn translates into increased trade, foreign investment, tourism, talent attraction, and even domestic electoral success. Anholt insists we can change the way countries behave and the way people are educated in a single generation—because that's all the time we have.
—H. E. Mohamed Abdullahi Mohamed (Farmaajo), President of the Federal Republic of Somalia
Simon Anholt has spent decades helping countries from Austria to Zambia to improve their international standing. Using colorful descriptions of his experiences—dining with Vladimir Putin at his country home, taking a group of Felipe Calderon's advisors on their first Mexico City subway ride, touring a beautiful new government hospital in Afghanistan that nobody would use because it was in Taliban-controlled territory—he tells how he began finding answers to that question.
Ultimately, Anholt hit on the Good Country Equation, a formula for encouraging international cooperation and reinventing education for a globalized era. Anholt even offers a “selfish” argument for cooperation: he shows that it generates goodwill, which in turn translates into increased trade, foreign investment, tourism, talent attraction, and even domestic electoral success. Anholt insists we can change the way countries behave and the way people are educated in a single generation—because that's all the time we have.
This book presents a new approach to risk management that enables executives to think systematically and strategically about future risks and deal proactively with threats to their competitive advantages in an ever more volatile, uncertain, complex, and ambiguous world.
Organizations typically manage risks through traditional tools such as insurance and risk mitigation; some employ enterprise risk management, which looks at risk holistically throughout the organization. But these tools tend to focus organizational attention on past actions and compliance. Executives need to tackle risk head-on as an integral part of their strategic planning process, not by looking in the rearview mirror.
Strategic Risk Management (SRM) is a forward-looking approach that helps teams anticipate events or exposures that fundamentally threaten or enhance a firm's position. The authors, experts in both business strategy and risk management, define strategic risks and show how they differ from operational risks. They offer a road map that describes architectural elements of SRM (knowledge, principles, structures, and tools) to show how leaders can integrate them to effectively design and implement a future-facing SRM program. SRM gives organizations a competitive advantage over those stuck in outdated risk management practices. For the first time, it enables them to look squarely out the front windshield.
Organizations typically manage risks through traditional tools such as insurance and risk mitigation; some employ enterprise risk management, which looks at risk holistically throughout the organization. But these tools tend to focus organizational attention on past actions and compliance. Executives need to tackle risk head-on as an integral part of their strategic planning process, not by looking in the rearview mirror.
Strategic Risk Management (SRM) is a forward-looking approach that helps teams anticipate events or exposures that fundamentally threaten or enhance a firm's position. The authors, experts in both business strategy and risk management, define strategic risks and show how they differ from operational risks. They offer a road map that describes architectural elements of SRM (knowledge, principles, structures, and tools) to show how leaders can integrate them to effectively design and implement a future-facing SRM program. SRM gives organizations a competitive advantage over those stuck in outdated risk management practices. For the first time, it enables them to look squarely out the front windshield.
An Entirely New Way to Look at Human Resources in the Public Sector
What makes a good worker? Why do some people naturally do well at their jobs while others struggle? These questions are at the heart of the human resource (HR) profession. And while there is no shortage of theories about how people achieve success, no one has explained the entire body of HR theories. Until now.
In A Human Resources Framework for the Public Sector, Dixon Southworth offers a fresh, new perspective on HR management with the first comprehensive theoretical framework for work performance, tying human resource theories, concepts, and concerns to public administration. With the introduction of the Work Performance Framework (WPF), Southworth offers a roadmap for work performance in the nonprofit and public sectors that focuses on three fundamental objectives of HR programs and services: build human resource capacity, build performance, and build community.
What makes a good worker? Why do some people naturally do well at their jobs while others struggle? These questions are at the heart of the human resource (HR) profession. And while there is no shortage of theories about how people achieve success, no one has explained the entire body of HR theories. Until now.
In A Human Resources Framework for the Public Sector, Dixon Southworth offers a fresh, new perspective on HR management with the first comprehensive theoretical framework for work performance, tying human resource theories, concepts, and concerns to public administration. With the introduction of the Work Performance Framework (WPF), Southworth offers a roadmap for work performance in the nonprofit and public sectors that focuses on three fundamental objectives of HR programs and services: build human resource capacity, build performance, and build community.
An Entirely New Way to Look at Human Resources in the Public Sector
What makes a good worker? Why do some people naturally do well at their jobs while others struggle? These questions are at the heart of the human resource (HR) profession. And while there is no shortage of theories about how people achieve success, no one has explained the entire body of HR theories. Until now.
In A Human Resources Framework for the Public Sector, Dixon Southworth offers a fresh, new perspective on HR management with the first comprehensive theoretical framework for work performance, tying human resource theories, concepts, and concerns to public administration. With the introduction of the Work Performance Framework (WPF), Southworth offers a roadmap for work performance in the nonprofit and public sectors that focuses on three fundamental objectives of HR programs and services: build human resource capacity, build performance, and build community.
What makes a good worker? Why do some people naturally do well at their jobs while others struggle? These questions are at the heart of the human resource (HR) profession. And while there is no shortage of theories about how people achieve success, no one has explained the entire body of HR theories. Until now.
In A Human Resources Framework for the Public Sector, Dixon Southworth offers a fresh, new perspective on HR management with the first comprehensive theoretical framework for work performance, tying human resource theories, concepts, and concerns to public administration. With the introduction of the Work Performance Framework (WPF), Southworth offers a roadmap for work performance in the nonprofit and public sectors that focuses on three fundamental objectives of HR programs and services: build human resource capacity, build performance, and build community.
From Chip R. Bell, the bestselling author of Customers as Partners , Managers as Mentors , and Managing Knock You rSocks Off Service , partnering with Heather Shea, the former president of The Tom Peters Group's training and consulting company
Provides invaluable insights into the changing world of powerful partnering
Offers tools, details techniques, and provides activities and resources to help you develop successful partnerships in every enterprise
Partnerships are fast becoming the primary structure of contemporary business, as organizations partner with vendors, unions, customers, and even competitors to take advantage of short-term market opportunities, leverage intellectual capital, and create more flexible and innovative enterprises. In this important guide, authors Chip Bell and Heather Shea offer an in-depth look at how we can successfully manage partnerships and build them with substance-passion, quality, heart, and soul.
While many other books have examined the rational, logical, analytical sides of partnership, none has fully explored the irrational, illogical, emotional sides, which are most often what cause partnerships to falter or fail. Dance Lessons is a comprehensive guide to the interpersonal side of partnerships, revealing exactly how the champions choreograph their partnership dances for show-stopping performances. It features:
new perspectives to help you decide if partnership is right for you
exciting tools for selecting the right form of partnership
important techniques to help you get emotionally prepared to partner
smart ways to accurately pick good partners
engaging activities to help you practice your partnership skills
effective methods for dealing with difficult partners and partnerships
vital cues that let you know when the partnership is ready to end, and helpful tips on how to end it
insights on how to manage external factors that effect partnership success
practical resources to help you continue to learn about effective partnering
Dance Lessons shows how to develop meaningful, ethical, and soulful partnerships in every interaction throughout your work and your life.
Provides invaluable insights into the changing world of powerful partnering
Offers tools, details techniques, and provides activities and resources to help you develop successful partnerships in every enterprise
Partnerships are fast becoming the primary structure of contemporary business, as organizations partner with vendors, unions, customers, and even competitors to take advantage of short-term market opportunities, leverage intellectual capital, and create more flexible and innovative enterprises. In this important guide, authors Chip Bell and Heather Shea offer an in-depth look at how we can successfully manage partnerships and build them with substance-passion, quality, heart, and soul.
While many other books have examined the rational, logical, analytical sides of partnership, none has fully explored the irrational, illogical, emotional sides, which are most often what cause partnerships to falter or fail. Dance Lessons is a comprehensive guide to the interpersonal side of partnerships, revealing exactly how the champions choreograph their partnership dances for show-stopping performances. It features:
new perspectives to help you decide if partnership is right for you
exciting tools for selecting the right form of partnership
important techniques to help you get emotionally prepared to partner
smart ways to accurately pick good partners
engaging activities to help you practice your partnership skills
effective methods for dealing with difficult partners and partnerships
vital cues that let you know when the partnership is ready to end, and helpful tips on how to end it
insights on how to manage external factors that effect partnership success
practical resources to help you continue to learn about effective partnering
Dance Lessons shows how to develop meaningful, ethical, and soulful partnerships in every interaction throughout your work and your life.
Problems cross boundaries and so must solutions. Multi-agency, cross-boundary coordination and partnerships are needed to solve today's problems. These networks coordinate, communicate, and leverage resources and best practices to deliver measurable results across traditional agency boundaries. Performance Networks: Transforming Governance for the 21st Century provides roadmaps and guidelines for executives, managers, and team leaders who are accountable for results in the new world of interagency networks that aim to deliver measurable results across traditional boundaries. The author presents ten “views” of performance networks, adapted from current, successful, multi-agency partnerships; these views provide specific guidance on transformational strategic planning to deliver better results.
Working across government agencies and boundaries is difficult at any level of government, but it may be the only solution for today's problems. Performance Networks: Transforming Governance for the 21st Century offers the public manager a valuable new governance tool. This resource provides a practical approach to:
• Understanding the history and workings of government-based networks
• Establishing multi-agency, cross boundary partnerships and making them work
• Improving citizen engagement
Working across government agencies and boundaries is difficult at any level of government, but it may be the only solution for today's problems. Performance Networks: Transforming Governance for the 21st Century offers the public manager a valuable new governance tool. This resource provides a practical approach to:
• Understanding the history and workings of government-based networks
• Establishing multi-agency, cross boundary partnerships and making them work
• Improving citizen engagement
Problems cross boundaries and so must solutions. Multi-agency, cross-boundary coordination and partnerships are needed to solve today's problems. These networks coordinate, communicate, and leverage resources and best practices to deliver measurable results across traditional agency boundaries. Performance Networks: Transforming Governance for the 21st Century provides roadmaps and guidelines for executives, managers, and team leaders who are accountable for results in the new world of interagency networks that aim to deliver measurable results across traditional boundaries. The author presents ten “views” of performance networks, adapted from current, successful, multi-agency partnerships; these views provide specific guidance on transformational strategic planning to deliver better results.
Working across government agencies and boundaries is difficult at any level of government, but it may be the only solution for today's problems. Performance Networks: Transforming Governance for the 21st Century offers the public manager a valuable new governance tool. This resource provides a practical approach to:
• Understanding the history and workings of government-based networks
• Establishing multi-agency, cross boundary partnerships and making them work
• Improving citizen engagement
Working across government agencies and boundaries is difficult at any level of government, but it may be the only solution for today's problems. Performance Networks: Transforming Governance for the 21st Century offers the public manager a valuable new governance tool. This resource provides a practical approach to:
• Understanding the history and workings of government-based networks
• Establishing multi-agency, cross boundary partnerships and making them work
• Improving citizen engagement
“Dr. Alexander . . . brings to this book an acute understanding of both why our cherished form of government—and those who serve us in the civil service—appears to be under such unrelenting attack and how we, as citizens, should and must respond.”
—from the foreword by Congressman Elijah E. Cummings
When those we elect descend into partisan tribalism, criminal malfeasance, and emulation of foreign autocracies and oligarchies, Cedric Alexander says it is the unelected apolitical "fourth branch" of government—our nation's public servants, civil servants, and first responders—who must save the nation.
Alexander, a former deputy mayor, police chief, and CNN commentator, argues that these people do not constitute a nefarious "deep state" pursuing a hidden agenda. They are the analysts, scientists, lawyers, accountants, educators, consultants, enforcers of regulations, and first responders of every kind who keep the country running and its people safe. Alexander recounts the evolution of the professional civil service as an antidote to widespread cronyism, offers examples of how it has served as a bulwark against powerful corrupting influences, and describes the role it can play in bringing our badly divided society together. To the general public, many of these 22 million people remain invisible and their contributions hidden. But now is the time to make the invisible visible.
—from the foreword by Congressman Elijah E. Cummings
When those we elect descend into partisan tribalism, criminal malfeasance, and emulation of foreign autocracies and oligarchies, Cedric Alexander says it is the unelected apolitical "fourth branch" of government—our nation's public servants, civil servants, and first responders—who must save the nation.
Alexander, a former deputy mayor, police chief, and CNN commentator, argues that these people do not constitute a nefarious "deep state" pursuing a hidden agenda. They are the analysts, scientists, lawyers, accountants, educators, consultants, enforcers of regulations, and first responders of every kind who keep the country running and its people safe. Alexander recounts the evolution of the professional civil service as an antidote to widespread cronyism, offers examples of how it has served as a bulwark against powerful corrupting influences, and describes the role it can play in bringing our badly divided society together. To the general public, many of these 22 million people remain invisible and their contributions hidden. But now is the time to make the invisible visible.
“Dr. Alexander . . . brings to this book an acute understanding of both why our cherished form of government—and those who serve us in the civil service—appears to be under such unrelenting attack and how we, as citizens, should and must respond.”
—from the foreword by Congressman Elijah E. Cummings
When those we elect descend into partisan tribalism, criminal malfeasance, and emulation of foreign autocracies and oligarchies, Cedric Alexander says it is the unelected apolitical "fourth branch" of government—our nation's public servants, civil servants, and first responders—who must save the nation.
Alexander, a former deputy mayor, police chief, and CNN commentator, argues that these people do not constitute a nefarious "deep state" pursuing a hidden agenda. They are the analysts, scientists, lawyers, accountants, educators, consultants, enforcers of regulations, and first responders of every kind who keep the country running and its people safe. Alexander recounts the evolution of the professional civil service as an antidote to widespread cronyism, offers examples of how it has served as a bulwark against powerful corrupting influences, and describes the role it can play in bringing our badly divided society together. To the general public, many of these 22 million people remain invisible and their contributions hidden. But now is the time to make the invisible visible.
—from the foreword by Congressman Elijah E. Cummings
When those we elect descend into partisan tribalism, criminal malfeasance, and emulation of foreign autocracies and oligarchies, Cedric Alexander says it is the unelected apolitical "fourth branch" of government—our nation's public servants, civil servants, and first responders—who must save the nation.
Alexander, a former deputy mayor, police chief, and CNN commentator, argues that these people do not constitute a nefarious "deep state" pursuing a hidden agenda. They are the analysts, scientists, lawyers, accountants, educators, consultants, enforcers of regulations, and first responders of every kind who keep the country running and its people safe. Alexander recounts the evolution of the professional civil service as an antidote to widespread cronyism, offers examples of how it has served as a bulwark against powerful corrupting influences, and describes the role it can play in bringing our badly divided society together. To the general public, many of these 22 million people remain invisible and their contributions hidden. But now is the time to make the invisible visible.
John Perkins' controversial and bestselling exposé, Confessions of an Economic Hit Man, revealed for the first time the secret world of economic hit men (EHMs). But Perkins' Confessions contained only a small piece of this sinister puzzle. The full story is far bigger, deeper, and darker than Perkins' personal account revealed. Here other EHMs, journalists, and investigators join Perkins to tell their own stories, providing the first probing and expansive look into this pervasive web of systematic corruption.
With chapters spotlighting how specific countries around the globe have been subverted, A Game As Old As Empire uncovers the inner workings of the institutions behind these economic manipulations. The contributors detail concrete examples of how the “economic hit man game” is still being played: an officer of an offshore bank hiding hundreds of millions of dollars in stolen money, IMF advisers slashing Ghana's education and health programs, a mercenary defending a European oil company in Nigeria, a consultant rewriting Iraqi oil law, and executives financing warlords to secure supplies of coltan ore in Congo. Together they show how this system of corruption and plunder operates in real life, and reveal the price that the rest of the world must pay as a result.
Most important, A Game As Old As Empire connects the dots, showing how the various pieces of this system come together to create the world's first truly global empire.
With chapters spotlighting how specific countries around the globe have been subverted, A Game As Old As Empire uncovers the inner workings of the institutions behind these economic manipulations. The contributors detail concrete examples of how the “economic hit man game” is still being played: an officer of an offshore bank hiding hundreds of millions of dollars in stolen money, IMF advisers slashing Ghana's education and health programs, a mercenary defending a European oil company in Nigeria, a consultant rewriting Iraqi oil law, and executives financing warlords to secure supplies of coltan ore in Congo. Together they show how this system of corruption and plunder operates in real life, and reveal the price that the rest of the world must pay as a result.
Most important, A Game As Old As Empire connects the dots, showing how the various pieces of this system come together to create the world's first truly global empire.
Builds on the shocking picture of worldwide economic corruption first presented in John Perkins' Confessions of an Economic Hit Man
• Features a dozen chapters detailing contemporary examples of how the economic hit man game is played around the globe
John Perkins’ controversial and bestselling exposé, Confessions of an Economic Hit Man, revealed for the first time the secret world of economic hit men (EHMs). But Perkins’ Confessions contained only a small piece of this sinister puzzle. The full story is far bigger, deeper, and darker than Perkins’ personal account revealed. Here other EHMs, journalists, and investigators join Perkins to tell their own stories, providing the first probing and expansive look into this pervasive web of systematic corruption.
With chapters spotlighting how specific countries around the globe have been subverted, A Game As Old As Empire uncovers the inner workings of the institutions behind these economic manipulations. The contributors detail concrete examples of how the “economic hit man game” is still being played: an officer of an offshore bank hiding hundreds of millions of dollars in stolen money, IMF advisers slashing Ghana’s education and health programs, a mercenary defending a European oil company in Nigeria, a consultant rewriting Iraqi oil law, and executives financing warlords to secure supplies of coltan ore in Congo. Together they show how this system of corruption and plunder operates in real life, and reveal the price that the rest of the world must pay as a result.
Most important, A Game As Old As Empire connects the dots, showing how the various pieces of this system come together to create the world’s first truly global empire.
The world is drifting without a clear plan for its economic development. Communism is dead, but in the wake of Enron and similar scandals, many see capitalism as amoral and too easily abused. A blueprint for progress is needed and Moral Capitalism provides one.
Moral Capitalism is based on principles developed by the Caux Round Table, an extraordinary international network of top business executives who believe that business can-and must-weigh both profit and principle. Caux Round Table's global chair, Stephen Young, argues that the ethical standards inherent in capitalism have been compromised by cultural values inimical to capitalism's essentially egalitarian, rational spirit, and distorted by the short-sighted dog-eat-dog doctrines of social Darwinism into what he calls brute capitalism. He demonstrates how the Caux Round Table's Seven General Principles for Business can serve as a blueprint for a new moral capitalism, and explores in detail how, if guided by these principles, capitalism is really the only system with the potential to reduce global poverty and tyranny and address the needs and aspirations of individuals, societies, and nations.
Moral Capitalism is based on principles developed by the Caux Round Table, an extraordinary international network of top business executives who believe that business can-and must-weigh both profit and principle. Caux Round Table's global chair, Stephen Young, argues that the ethical standards inherent in capitalism have been compromised by cultural values inimical to capitalism's essentially egalitarian, rational spirit, and distorted by the short-sighted dog-eat-dog doctrines of social Darwinism into what he calls brute capitalism. He demonstrates how the Caux Round Table's Seven General Principles for Business can serve as a blueprint for a new moral capitalism, and explores in detail how, if guided by these principles, capitalism is really the only system with the potential to reduce global poverty and tyranny and address the needs and aspirations of individuals, societies, and nations.