3 edition of Why the Era of Big Government, Big Business and Big Culture Is Over found in the catalog.
|Statement||Penguin Random House|
|Publishers||Penguin Random House|
|The Physical Object|
|Pagination||xvi, 117 p. :|
|Number of Pages||82|
nodata File Size: 6MB.
So just as the twentieth century saw centralisation and hierarchy taken to its most extreme levels, so the twenty-first is giving rise to a powerful counter-trend for individual self-determination. When asked what stopped them, the most common three answers were lack of self-confidence, money and motivation.
Adam Lent is Director of the. The underlying cause behind the failure of the model is the burgeoning desire for individual self-determination in a growing number of spheres. The model has turned a once-derided activity into income-generating businesses.
Attempts to prevent catastrophic climate change, perhaps the biggest long-term threat we face, has moved from energetic but ineffectual activity by our global leaders before the crash, to downright apathy after it. In the process, lives are transformed and the marginalised win respect as productive members of an economy.
The model has allowed Buurtzorg to deliver services that are so popular with clients that it has grown from start-up to its current size in just seven years. By creating a world-class on-line platform for its sellers, Etsy has opened up a global market for people who in the past may well have treated their creativity as little more than a hobby. If politics can break out of its hierarchical, elitist mind-set then anyone can. Big Business and Big Culture Is Over this model, those leaders are expected to be in strong control of well-established, credible and popularly accepted hierarchies.
Since then the strength of free choice has ebbed and flowed as hierarchies and elites reasserted themselves, but each time those elites have faced a backlash more powerful and wide-ranging than the last. The world has become much more complex as established institutions, norms and lifestyles fragment — making it far harder for anyone in authority to have a clear and straightforward impact. Even the silver bullet of quantitative easing has created a sense of uneasy artifice with confidence and investment decisions driven not by the fundamental health of various economies but by the minutes of central bank committees and the pronouncements of their governors.
The most pressing challenge has been to get the global economy back on track.
But such conditions no longer exist.
Instead of decisions being made and delivered from above by layers of hierarchical management, each team is set free to determine its own objectives and operational approach without the need to spend time and resources navigating the complex waters of a large corporate body.
The creativity of the stifled 75 per cent can solve our biggest problems.