Transcription
What does the MOA bring tothe Consultation and PlanningProcess?At the end ofthis unit, the successfuiparticipant will 6e able to:Understand the primary conceptsemphasized by the MOA to Improveefficiency and effecriveness of land useplans and associated consultations.Identify actions he or she can take toImplement these concepts.At the end ofthis unit, the successfulparticipant will be able to:Identify the benefits to Implementing theMOA.Identify ways to overcome potentialbarriers to Implementing the MOA.
Interagency CooperationWhat does the MOA ask us todo differently? People and Teams Process Land Use Planning and ConsultationsPeople and TeamsEarly CommunicationEarly and Close CoordinationExample: Action agency contactsconsulting agency early in planningprocess.
People and TeamsOrganized TeamsStrong, organized team approach thatincludes consulting agency as memt er Working Groups.f BO(LUP \TeamTeamWorkingGroupReality CheckJ
People and TeamsDispute ResolutionPre-arranged dispute resolution process- Local- Regional- NationalProcessConsultation AgreementCapture on paper-scope of proposed action-scale of analysis, information needs-staff and responsibilities-time frames-dispute resolution-staff coordinationProcessConsultation AgreementAdaptive Process-Be ready to change as needed-Communicate continuously-Agree on changes
ProcessPlan and Program LevelDesign plans and programs to benefitcandidate, proposed and listed speciesso that future actions will be "nojeopardy"Future consultations much easier tocompleteProcessPlan and Program Level Reduce consultations, increasecoordination Conserve species per 7(a)(1)ProcessConsultation Time FramesPromote shorter time framesWritten concurrence - 30 daysFormal - 90 days
9How are these time framespossible?Agreement on BA/BEcontents and conclusionsbefore submittingconsultation requestPlanning and ConsultationsPromote Conservation andRecoveryBuild into LUPs conservation actions forcandidates, proposed and listed speciesAt a minimum, design programs tominimize impacts to candidate,proposed and listed species
Planning and ConsultationsPromote Conservation andRecoveryKeep options open for futureconservation opportunitiesinclude analysis of effects to candidatesas part of planning processInclude candidates in BA/BEPlanning and ConsultationsConference on PlansConference on plans when species isproposedUse formal conference where possiblePlanning and ConsultationsDevelop Guidance Criteria Effects analysis tool Identify parameters for each species Sort components into effects categoriesto facilitate BA/BE and BO preparation
What's your reaction?8
NOTES AND HANDOUTS
What does the MOA bring to the consultation and planning process?OBJECTIVES:At the end of this session, the successful student will be able to:1.Understand the primary concepts emphasized by the MOA to improveefficiency and effectiveness of land use plans and associated consultations.2.Identify actions he/she can take to implement these concepts.3.Identify the benefits to implementing the MOA (exercise).4.Identify ways to overcome potential barriers to implementing the MOA(exercise).1.What does the MOA ask us to do differently or emphasize more?People and TeamsProcessLand Use Planning and ConsultationsA.People and Teams1.Early Communicationa.Early and Close Coordination - talk to each other, listen to each othervery early in the planning process.For example, the action agency will contact FWS/NMFS early inplanning process to determine what proactive actions can be built intoland use plans.2.Organized Teamsa.Stronger, organized team approach that includes consulting agency asa member - Working Groups.b.Use Working Groups to maintain coordination and communicationthroughout the planning and consultation process.For Example, Working Groups will:Coordinate and agree on content and conclusions of BA beforeinitiation of consultation.Coordinate and agree on content and conclusions of BO beforeissuing final opinion.What does the MOA bring to the consultation and planning process?Detailed Outline Page 1
c.Field level biologists (action agency and consulting agency) basicoperational unit - Program Level Working Groups. Link to LUP team(action agency) and BO team (consulting agency) through WorkingGroup member. Thus, Working Group member also has a transmitterand translator role. Working Group member will need to objectivelyrepresent views and concerns of other agency.d.Reality check on staffing levels - one person from consulting agencymay be assigned to several LDP's.Thus responsibility to be a successful transmitter and translator restsheavily with action agency biologist.3.Dispute Resolutiona.Formal (pre-arranged) dispute resolution process after a good faitheffort has been made by primary team to work it out.Local, Regional and National Issue Resolution Working GroupsB.Process1.2.Consultation Agreementa.Capture in consultation agreement such items as; scope of proposedaction, scale of analysis, information needs, staff and responsibilities,time frames, dispute resolution, staff coordination.b.Adaptive process - not set in stone - be ready to change as needed communicate continuously and agree on changes made toconsultation agreement.Focus on Plan and Program Levela.If we design plans and programs to benefit or minimize impacts tocandidate, proposed and listed species, future activities implementedunder the plan and program will likely be "no jeopardy".b.Future program or project level consultations that fit under the nojeopardy plan or program should be much easier to complete.c.May reduce the number of consultations (avoid project by project) andprovide a more coordinated approach for implementing programs andactions that benefit species or are least impacting.d.Increase conservation under 7(a)(1).What does the MOA bring to the consultation and planning process?Detailed Outline Page 2
3.0.New Consultation Time Framesa.Will support shorter consultation time frames once BA is complete IFgood coordination and cooperation is completed up front. Rememberto check back against consultation agreement.b.Goal of 30 days or less for concurrence letters, 90 days or less forcomplete formal consultation.0.How are these timeframes possible? Agreement on BA/BE contentsand conclusions before initiating consultation is the key!Land Use Planning and Consultations1.Use Land Use Plans to Promote Conservation and Recoverya.Build into Land Use Plans conservation actions for candidate,proposed and listed species.2.b.At a minimum, design programs to minimize impacts to candidate,proposed and listed species.c.Make sure not to preclude future conservation opportunities.d.Analyze effects of plan to candidates as part of planning process.e.Include candidate species in BA's/BE's.Conference on Plansa.Conference on plans when species are proposed. This will avoid thepossibility of making irreversible or irretrievable commitments ofresources when species becomes listed.BLM Policy already requires conference for may adversely affectactions. Example of how MOA standardizes across all four agencies.b.3.Use formal conference where possible for proposed species.Develop Guidance Criteriaa.Guidance Criteria Effects Analysis Toolb.Identify parameters or criteria for each species that normally wouldresult in "no effect", "not likely to adversely affect", likely toadversely affect" and "likely to jeopardize".c.Use criteria to sort components of the plan into effects categories andfacilitate BA and BO preparation.What does the MOA bring to the consultation and planning process?Detailed Outline Page 3
Exercise: Barriers and BenefitsInstructionsIn your small discussion groups, discuss and write down in the table below:Barriers to implementing the MOA concepts.Ways to overcome these barriers.Benefits to overcoming these barriers.Select one person to capture your ideas on paper and one person to be your groupspokesperson.Brainstorm Your Barriers Herer\BarrierBarrier 1.Continue on back as neededIV - Barriers and Benefits ExerciseWays to Overcome BarrierBenefits
BarrierBarrier 2.Barrier 3.IV - Barriers and Benefits ExerciseWay to Overcome BarrierBenefits
Booklist and ReviewsBeyond the Bottom Line: How to do More with Less In Nonprofit and PublicOrganizationsby Martin W.Sandier, Deborah A. Hudson, James Champy, Hardcover - 256 pages(May1998) Oxford Univ Press; ISBN: 0195116127Synopsis: The authors provide detailed descriptions of nonprofits and public agenciesthat are meeting the challenge of doing more with less, and setting standards ofefficiency and service that few business organizations can meet. The authors studiedhundreds of nonprofit and public agencies around the country to find organizations likethese that are meeting the challenges of shrinking resources and growing demand.Focusing on the thirty "best of breed" organizations, they developed a roster of attitudesand skills that distinguishes these top performers. In addition, they have distilledhundreds of practical techniques and strategies - transferable to any organization in anysector - that put these organizations at the head of their class.Built to Last: Successful Habits of Visionary Companies by James 0. Collins, Jerry 1.Porras, Paperback - 368 pages (January 1997), Harper business; ISBN: 0887307396; OtherEditions: Hardcover, Audio CassetteReview: This analysis of what makes great companies great has been hailedeverywhere as an instant classic and one of the best business tities since In Search ofExcellence. The authors, James C. Collins and Jerry I. Porras, spent six years inresearch, and they freely admit that their own preconceptions about business successwere devastated by their actual findings -along with the preconceptions of virtuallyeveryone else.Built to Last identifies 18 "visionary" companies and sets out to determine what's specialabout them. To get on the list, a company had to be world famous, have a stellar brandimage, and be at least 50 years old. We're talking about companies that even alayperson knows to be, well, different: the Disney, the Wal-Marts, the Merck. Whateverthe key to the success of these companies, the key to the success of this book is thatthe authors don't waste time comparing them to business failures. Instead, they use acontrol group of successful-but-second-rank" companies to highlight what's specialabout their 18 "visionary" picks. Thus Disney is compared to Columbia Pictures, Ford toGM, Hewlett Packard to Texas Instruments, and so on.The core myth, according to the authors, is that visionary companies must start with agreat product and be pushed into the future by charismatic leaders. There areexamples of that pattern, they admit: Johnson & Johnson,for one. But there are alsojust too many counterexamples in fact, the majority of the "visionary" companies,including giants like 3M, Sony, and Tl, don't fit the model. They were characterized bytotal lack of an initial business plan or key idea and by remarkably self-effacing leaders.Collins and Porras are much more impressed with something else they shared: analmost cult-like devotion to a "core ideology" or identity, and active indoctrination ofemployees into "ideologically commitment" to the company.The comparison with the business "B"-team does tend to raise a significantmethodological problem: which companies are to be counted as "visionary" in the firstplace? There's an air of circularity here, as if you achieve "visionary" status by.achieving visionary status. So many roads lead to Rome that the book is less practicalthan it might appear. But that's exactly the point of an eloquent chapter on 3M. Thiswildly successful company had no master plan, little structure, and no prima donnas.Barriers and Benefits ExerciseBooklist and Reviews Page 1
Instead it had an atmosphere In which bright people were both keen to see the companysucceed and unafraid to "try a lot of stuff and keep what works." -Richard Farr,Amazon.comBusiness @ the Speed of Thought: Using a Digital Nervous System by Bill Gates,Collins Hemingway (Contributor), Hardcover - 470 pages(March 24,1999), Wamer Books;ISBN: 0446525685 ; Other Editions: Audio Cassette (Abridged), Audio Cassette (Unabridged),Audio CD (Abridged)Review:"So where do you want to go tomorrow? That's the question Bill Gates tries toanswer in Business @ the Speed of Thought. Gates offers a 12-step program forcompanies wanting to do business in the next millennium. The book's premise: Thanksto technology, the speed of business is accelerating at an ever-increasing rate, and tosurvive, it must develop an infrastructure a "digital nervous system" that allows for theunfettered movement of information inside a company. Gates writes that'The mostmeaningful way to differentiate your company from your competition . is to do anoutstanding job with information. How you gather, manage, and use information willdetermine whether you win or lose."With excerpts in Time magazine, a dedicated Web site, and an all-out media assault,Microsoft is working hard to push Business @ the Speed of Thought into the nationaldialogue, and for many it will be difficult to see the book as anything but a finely tunedmarketing campaign for the forthcoming versions of Windows NT and MS Office.Nevertheless, as Gates has shown time and time again, him, Microsoft, and perhapseven this book you may ignore at your own peril."- Harry C. Edwards, Amazon.comCustomer Centered Growth: Five Proven Strategies for Building Competitive Advantageby Richard Whiteley and Diane Hessan; Paperback - 320 pages, Addison-Wesley PublishingCo.; ISBN: 0-201-15493 -5.Review:"The authors reveal the ingredients needed to keep an enterprise mindful of itsdefining purpose. Tools for enhanced financial wizardry, retooled efficient operations,and energized team abound. Until this book there has been no guide to the dynamics ofgrowing within your firm's marketplace." Jeffrey Sonnefeld, Director of Center forLeadership and Career Studies, Professor at Emory University.Diffusion of Innovations by Everett M. Rogers (Preface) Paperback - 519 pages 4th edition(May 1995) Free Press; ISBN: 0029266718.Reviews: One of the BEST "business" books overwritten - INC magazine. Dr. Rogersis a brilliant sage whose lifelong quest for understanding how and why people adopt ordeny innovation began, he tells me, on his family's farm in Iowa as a boy. At a youngage he observed that some farmers were quick to adopt the latest innovations whilemany others were slower or even resistant to change. He also noticed that adoptiondidn't always equal success, nor did the refusal to change. So whether your gig isplowshares or computers or languages or healthcare or just about anything, you will findthis book fascinating and illuminating. The book takes an "innovation" tour around theglobe and through history with poignant examples of how new ways are diffused intosocieties. INC. magazine recently named this book as one of the 25 most importantbooks written for understanding commerce. Ev is truly one of the wise men of today.Amazon.com- randy.l.burge@lmco.com from Santa Fe, New Mexico , August 7,1999"Innovations are the mercy of their host environments. I found this book veryinteresting as it provides real case studies of great innovations of our time that failed asBarriers and Benefits ExerciseBooklist and Reviews Page 2
people forgot the soft issues necessary for successful implementation. I believe thisbook is very useful specially to IT professional, as it provides insights into areas at timesoverlooked in the pursuit of introducing changes through technology."isid@hotmail.com from Canada , April 16,1998 on Amazon.comDiscovering the Soul of Service: The Nine Drivers of Sustainable Business Success byLeonard L. Berry, Hardcover, 270pp., ISBN: 0684845113, The Free Press, February 1999.Review: Leonard Berry, a foremost researcher on service quality in America, builds acomprehensive model in Discovering the Soul of Service of what makes anorganization successful. Focusing on fourteen standout companies- including CharlesSchwab, Dial-A-Mattress, and Midwest Express Airlines Berry identifies nine drivers ofsustainable success for any service organization. strategic focus, executionalexcellence, control of destiny, trust-based relationships; generosity, investment inemployee success, acting small, and brand cultivation to drive customer satisfaction,innovation, and growth. Dedicating a chapter to each of these nine drivers, this bookpresents the principles and step-by-step actions that continuously bring success to life ina company.Emotional intelligence by Daniel Goleman, Paperback - 352 pages. Reprint edition (July1997) Bantam Books; ISBN: 0553375067.Review: "There was a time when IQ was considered the leading determinant ofsuccess. In this fascinating book, based on brain and behavioral research, DanielGoleman argues that our IQ-idolizing view of intelligence is far too narrow. Instead,Goleman makes the case for "emotional intelligence" being the strongest indicator ofhuman success. He defines emotional intelligence in terms of self-awareness, altruism,personal motivation, empathy, and the ability to love and be loved by friends, partners,and family members. People who possess high emotional intelligence are the peoplewho truly succeed in work as well as play, building flourishing careers and lasting,meaningful relationships. Because emotional intelligence isn't fixed at birth, Golemanoutlines how adults as well as parents of young children can sow the seeds."Amazon.comFirst, Break All the Rules:What the World's Greatest Managers Do Differently by MarcusBuckingham, Curt Coffman, Hardcover - 271 pages(May 1999)Simon & Schuster; ISBN:0684852861 ; Other Editions: Audio Cassette (Abridged)Review: Marcus Buckingham and Curt Coffman expose the fallacies of standardmanagement thinking in First, Break All the Rules: What the World's Greatest ManagersDo Differently. In seven chapters, the two consultants for the Gallup Organizationdebunk some dearly held notions about management, such as "treat people as you liketo be treated"; "people are capable of almost anything"; and "a manager's role isdiminishing in today's economy.""Great managers are revolutionaries," the authorswrite. "This book will take you inside the minds of these managers to explain why theyhave toppled conventional wisdom and reveal the new truths they have forged in itsplace."The authors have culled their observations from more than 80,000 interviews conductedby Gallup during the past 25 years. Quoting leaders such as basketball coach PhilJackson, Buckingham and Coffman outline "four keys" to becoming an excellentmanager: Finding the right fit for employees,focusing on strengths of employees,defining the right results, and selecting staff for talent-not just knowledge and skills.First, Break All the Rules offers specific techniques for helping people perform better onBarriers and Benefits ExerciseBooklist and Reviews Page 3
the job. For instance, the authors show ways to structure a trial period for a new workerand how to create a pay plan that rewards people for their expertise instead of how fastthey climb the company ladder."The point is to focus people toward performance," theywrite. "The manager is, and should be, totally responsible for this." Written in plainEnglish and well organized, this book tells you exactly how to improve as a supervisor. -Dan Ring, Amazon.comFlight of the Buffalo, Soaring to Exceiience, Learning to Let Employees Lead by JamesBeiasco and Ralph C. Stayer; Paperback - 355 pages, Warner Books; ISBN: 0-446-67008-1.Review:"Extraordinarily articulate.an excellent job of offering specific suggestionsabout how management can better integrate its overall responsibilities with a moreprecise focus on the aspirations of colleagues and the desires of customers. This bookshould help us all "flap our wings"." Robert Crandell, chairman of American Airlines.Generations at Work: Managing the Clash of Veterans, Boomers, Xers, and Nexters inYour Workplace by Ron Zemke,Claire Raines, Bob Filipczak Hardcover - 256 pages 1 Ededition (October 1999) AMACOM; ISBN: 0814404804rReview:"Generations at Work is intended to help you bridge the gap or, moreaccurately, gaps between people of different ages who work at your company. What'sso vexing about the workplace is that four different groups are vying for roles andrecognition. There are the veterans, boomers, Xers, and the nexters. The people ineach cohort, the book argues, have more in common than just their age: They sharememories of the same world-shaping events, the same childhood heroes, the sameearly work experiences. Learning about differences may be fun. But learning aboutcooperation is useful. And it's here that Generation at Work becomes a valuable tool."Fast Company, October, 1999Getting Past No: Negotiating Your Way from Confrontation to Cooperation by WilliamUry; Paperback -189 pages. Bantam Double Dell Pub; ISBN: 0553371312.Synopsis: A guide to successful negotiation shows readers how to stay cool underpressure, stand up for themselves without provoking opposition, deal with underhandedtactics, find mutually agreeable options, and more. It reveals how to tum adversariesinto negotiating partners.Review: "Immediately useful, stimulating and wise. This book is filled with advice thatwill help you in your very next negotiation. Like Getting to YES, it's easy to read,entertaining, and most importantly, enormously helpful. The theory is elegant, andtherefore easy to internalize." - Douglas Stone, co-author. Difficult Conversations:How to Discuss What Matters Most.Getting to Yes: Negotiating Agreement Without Giving in by Roger Fisher, Wiiiiam Ury,Bruce Patton (Editor) Paperback - 200 pages 2nd/Rep edition (December 1991), Penguin USA(Paper); ISBN: 0140157352 ; Other Editions: HardcoverReview:"In this new edition, two negotiation experts from Harvard offer a universallyapplicable method for negotiating personal and professional disputes without gettingtaken-and without getting nasty. Concise, step-by-step, proven strategies aid the readerin coming to mutually acceptable agreements in any type of conflict.Barriers and Benefits ExerciseBooklist and Reviews Page 4
This is by far the best thing I've ever read about negotiation. It is equally relevant for theindividual who would like to keep his friends, property, and income and the statesmanwho would like to keep the peace." -John Kenneth Galbraith, Amazon.comIf Only We Knew What We Know: The Transfer of Internal Knowledge and Best Practiceby Caria O'Dell C. Jackson Grayson Nilly Essaides, Hardcover, 238pp. ISBN: 0684844745,Simon & Schuster.Review: "While companies search the world over to benchmark best practices, vasttreasure troves of knowledge and know-how remain hidden right under their noses: inthe minds of their own employees, in the often unique structure of their operations, andin the written history of their organizations. Now, acclaimed productivity and qualityexperts CarIa O'Dell and Jack Grayson explain for the first time how applying the ideasof Knowledge Management can help employers identify their own internal best practicesand share this intellectual capital throughout their organizations. KnowledgeManagement(KM)is a conscious strategy of getting the right information to the rightpeople at the right time so they can take action and create value. Basing KM on threemajor studies of best practices at one hundred companies, the authors demonstratehow managers can utilize a visual process model to actually transfer best practices fromone business unit of the organization to another. No amount of knowledge or insightcan keep a company ahead if it is not properly distributed where it's needed. Entirelyaccessible and immensely readable."-The PublisherInfoSense: Turning information into Knowiedge by Keith Devlin, Hardcover - 215 pages(June 23, 1999) W H Freeman & Co.; ISBN: 0716734842.Review: It has been called everything from the new gold standard to the fundamentalbuilding block of the universe. No matter where we live or what we do for a living, it isever-present in our lives and many of us are barraged with it daily. Yet few of us knowhow to distinguish information from mere data, real knowledge, or worthwhilecommunication in short, few of us know how to make sense of it.In InfoSense, noted mathematician and popular science writer Keith Devlin shows ushow to make sense of the constant flow of information that swirls past us daily. What iscrucial, Devlin points out, is to understand the difference between data, information andknowledge. By exploring the nature of each, and describing what distinguishes themfrom each other, he shows how all of us-businesses and individuals alike-can benefitfrom better information management. Using clear, nontechnical language, simplediagrams and many real-life examples, Devlin explains such important and far-reachingpoints as:* Why people, not computers, are the most effective way to transfer knowledge* How social and cultural factors influence work* The hidden rules of everyday communication* How to conduct a meeting to achieve what you want* How to avoid miscommunicationAs information becomes the single most valuable asset in many industries, the key tosuccess lies in our ability to manage that information. With InfoSense, Keith Devlinoffers an easy and accessible way to learn not only how to manage it but to use it toLive and work successfully in the Knowledge Age.Keeping Score: Using the Right Metrics to Drive Worid-Ciass Performance by MarkGraham Brown, Hardcover - 224 pages(May 1996) Productivity Inc.; ISBN: 0527763128Barriers and Benefits ExerciseBooklist and Reviews Page 5
Reviews: "Full of specific examples and best practices gathered from the author'syears of working with world-class companies, Keeping Score offers practical advice andguidance for developing measurement systems that lead to organizational excellence." - Robert J. Mruz, Director, Total Quality Management, III Sheraton, North America"Keeping Score delivers comprehensive and easy-to-understand guidelines for thedevelopment or tune-up of an organization's measurement system. Written with thesame user-friendly clarity of his popular book Baldrige Award Winning Quality, Brownmakes the ovenvhelming subject of measurement less intimidating through hisstep-by-step presentation."Julie S. Mehta, Performance Consultant, U.S. Coast GuardLeading Change by John P. Kotter, Hardcover -187 pages(September 1996), HarvardBusiness School Pr; ISBN: 0875847471Review: "Kotter's thesis is that strategies for change often fail in corporations becausethe changes do not alter behavior. He identifies the most common mistakes in effectingchange, offering eight steps to overcoming obstacles. The eight-step process consistsof establishing a sense of urgency by analyzing competition and identifying potentialcrises; putting together a powerful team to lead change; creating a vision;communicating the new vision, strategies, and expected behavior; removing obstaclesto the change and encouraging risk taking; recognizing and rewarding short-termsuccesses; identifying people who can implement change; and ensuring that thechanges become part of the institutional culture for long-term transformation andgrowth. The author acknowledges that substantive change requires leadership, but notthe elitist notion of leadership as a divine gift of birth granted to a few. Kotter makes acompelling case that winners will be those who outgrow their rivals."- Mary Whaley,American Library Association.Managing at the Speed of Change:How Resilient Managers Succeed and Prosper WhereOthers Fail by Daryl R. Conner Hardcover - 282 pages(January 1993) Villard Books; ISBN:0679406840.Review:"Conner's premise is that all of us move through life at our own speed ofchange, and that we have the ability to enhance our skills by understanding thecharacteristics of people who have successfully dealt with change. These people havean enormous amount of resilience, characterized by being positive, focused, flexible,organized, and proactive. When these resilient people work within the structure ofchange, and lead others through the eight patterns in the organizational changeprocess, positive results happen. This book is powerful, and few authors have sharedtheir persona experience with change as openly as Conner, which lends this book acredibility few can match. When read with William Bridges''Transitions", you have a 1-2punch in making change your ally."— Amazon.comManagement Challenges for the 21st Century by Peter Ferdinand Drucker, Hardcover 207 pages 1 Ed edition (May 1999), Harper business; ISBN: 0887309984 ; Other Editions:Audio Cassette (Unabridged)Review:"No single person has influenced the course of business in the 20th centuryas much as Peter Drucker. He practically invented management as a discipline in the1950s, elevating it from an Ignored, even despised, profession into a necessaryinstitution that "reflects the basic spirit of the modem age." Now, in ManagementChallenges for the 21st Century, Drucker looks at the profound social and economicchanges occumng today and considers how management-not govemment or freemarkets-should orient itself to address these new realities.Barriers and Benefits ExerciseBooklist and Reviews Page 6
Drucker sees the period we're living In as one of"PROFOUND TRANSITION-and thechanges are more radical perhaps than even those that ushered In the 'SecondIndustrial Revolution' of the middle of the 19th century, or the structural changestriggered by the Great Depression and the Second World War." In the midst of all thischange, he contends, there are five social and political certainties that will shapebusiness strategy In the not-too-distant future; the collapsing birthrate In the developedworld; shifts In distribution of disposable Incom
Built to Last: Successful Habits of Visionary Companies by James 0. Collins, Jerry 1. Porras, Paperback - 368 pages (January 1997), Harper business; ISBN: 0887307396; Other . Built to Last identifies 18 "visionary" companies and sets out to determine what's special about them. To get on the list, a company had to be world famous, have a .
