The Rise of the Public SectorEditor's introduction to the January 2010 issue |
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Life after the Great Recession likely will be quite different. And perhaps it should be.
In The Long Unwinding Road, we look at the imbalances that shaped the global economy until recently. The recalibration of consumer borrowing, saving and spending worldwide suggests that the rules for consumer businesses, in particular, will change, with government policy playing a key role.
Moreover, the role of government has expanded. The $787 billion American Recovery and Reinvestment Act presents opportunities and sometimes subtle risks for businesses. With federal funds come accountability and oversight, including the 2009 Federal Enforcement and Recovery Act and the reinvigorated Civil War-era (really) False Claims Act, as described in Stimulus Spending and Transparency: A False Sense of Security?
November saw the publication of Bill Eggers and John O’Leary’s If We Can Put A Man on the Moon: Getting Big Things Done in Government, in which the authors describe policy design with implementation in mind. We feature an excerpt, as well as an interview with U.S. Ambassador Elizabeth Bagley, appointed by Secretary of State Hillary Clinton to lead the Global Partnership Initiative – a program that puts government shoulder to shoulder with the private sector on projects of mutual benefit.
In Money and Borders: Cross-Border Investments in a Changing Global Marketplace, we explore trends surrounding international investments.
How can business leaders adapt their investment strategies and operations to function effectively at the intersection of government, business, and finance? Of course money isn’t the only thing managed overseas. Talking About Whose Generation? challenges the one-size-fits-all assumption underlying global talent strategies: Gen Y may be a useful construct in New York, but in Tokyo or Seoul it falls short.
For data devotees, we offer a unique perspective on mergers in Post Merger Integration: Hard Data, Hard Truths. Some mergers have better odds than others. Having analyzed one of the world’s largest merger databases, the authors suggest risk profiles that can inform a merger strategy.
In Lock It Up or Set It Free, we focus on strategies for data and intellectual property. Keeping the wrong data can be expensive, and many efforts to safeguard intellectual property are ineffectual or even counterproductive.
Finally, we introduce a series of analyses of business performance from the Persistence Project (Survival of the Fattest), which identifies management practices that contribute to sustained, superior corporate performance. We will visit their findings in this and future editions of Deloitte Review.
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Jon Warshawsky,
Editor
