Tag: recession

Scottish farmers get their local supply network humming

Be the change you want in the world  . . . but be worldly too

Self-improvement experts will tell you that “you must be the change you see in the world”.  They are right.  But there is another view too.

Developed economies are so complicated that you cannot get anything done unless something else happens, often one or two steps away.

Some people shrug and go into a tail spin of mild depression.  Others set about organising their “supply networks” or “collaborative supply chains”.  They not only take responsibility for what they do themselves; they hold up a market opportunity for all to see and help a network of actors to understand all the points where they need to cooperate.

  • They hold up a real and significant market opportunity.
  • They shine a spotlight on the critical junction points in the supply network.

Farmers in the tippy-top of Scotland go upmarket and boost their local economy by quarter of a million

In this post, I’m going to summarize the triumph of Scottish beef and sheep farmers from the very tip of Scotland who, in one year of enhanced cooperation, gained an extra 10p or kilo or £37 per cow and £3 per lamb more than their peers serving the standard market and brought in an extra quarter of million additional pounds to the remote rural economy.

This is the story of Northern Highland Products, beef and lamb farmers in Caithness in Scotland and an Irish butcher who came to join them in bid to deliver premium meat to the British supermarket chain Sainsbury’s.

  • Northern Highland Products only wholesales quality products within 100 miles of the Castle of Mey.  Beef and lamb are their core lines and they also carry fish, honey, jam, cheese and pork.
  • The Northern Highlands has a strong history of livestock production on small farms.
  • The initial funding for setting up the Northern Highlands Products project in 2005 was a £71 000 grant from the Scottish Executive under its Marketing Development Scheme, some contributions by an initial group of farmers, an on-going levy on producers, and contributions from Caithness Enterprises and the Nuclear Decommissioning Agency.
  • Information from farmers is combined to forecast and manage supply and demand.
  • Delivery and price information is also pooled so farmers can benchmark their output against the average.
  • Mey Selections only buys livestock reared on Caithness grass and does not buy bulls.  Prices vary by quality of the carcass and track the general market but above the average.
  • Farmers have access to information (including organized training) about the whole supply chain so they understand how and why carcass classification ripples through to costs in processing.
  • Mey Selections sponsors a Producers’ Club to help producers share information among themselves.
  • Animals are slaughtered at one of three abattoirs to minimize travel and stress to live animals.
  • Mey Selections offer training to Sainsbury’s staff.

 

General principles about collaborative supply chains and supply networks

I could draw out some general principles about collaborative supply chains and supply networks but in business, general principles often feel like the “tail wagging the dog.”

Business is not a spectator sport and we have to deal with the real and immediate in the same way as shepherd still has to traipse the hills to find a lost lamb in inclement weather.   Do it now, or not at all.

Supply chains work when we have real opportunities that we want to exploit and sufficient knowledge of our industry to see what has to happen. Then we can exercise the leadership to shine a light on

  • The opportunity
  • The critical linkages.

Until we have that real-world knowledge and business-in-action, then we are simply apprentices in our trade and we should do what needs doing now – which is get some hands-on experience.

This post summarizes the information on the supply chain of Caithness farmers in the northern tip of Scotland and how improved collaboration and disciplined attention to what they do well locally led, in a single year, to an increase of a quarter of a million pounds into their combined businesses.

Don’t wait.  Be the change you want to see in the world.  But be worldly and organize what is already working and do it better by focusing on real opportunities and real tasks that need doing!

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Don’t wait for government; start fixing the economy yourself

Economists will tell you when lots of us are competing for a customer’s dollar, the price will fall. In this post, I am going to give you a counter example from Scotland.  I am going to show you how we can make jobs and raise wages by co-operating with each other.

The situation

Let’s set the stage. Twenty-seven dairy farms who together produced 17 million litres of organic milk a year thought their industry was overcrowded.  Prices were falling and it seemed fewer and fewer farmers could make a decent living.

Luckily for them they have good extension services in Scotland and they got some help re-organizing. This is what they did.

Mission

To sell their milk only into the organic market where they get higher prices.

Execution

  • Acknowledged that to deliver fresh milk, end-to-end temperature control and hygiene in a milk supply chain is important and players have to co-operate in a process of give-and-take.
  • Noted that like consumers all over the world, Scottish consumers want Scottish milk simply because we all like to know where our food comes from.
  • Identified a mid-sized but Scottish dairy, Graham’s who already market organic milk and butter to supermarkets Sainsbury’s Tesco, Waitrose and coffee chain, Starbucks through an organization of 280 full time staff and a fleet of 100 refrigerated vehicles.
  • Arranged to supply Graham’s in return for milk pick-ups and level, consistent of supply which was achieved with seasonal pricing.
  • Provided dependable support so that Graham’s could develop a branded label to compete with supermarket ‘own labels’.

Results

  • In two years, the original 27 farmers achieved a price increase of 20% with a combined value of £7m (USD12m+).
  • Demand for organic milk increased possibly due to other factors but partly because it was available consistently and its source was pleasing to consumers.
  • The original goal of selling organic milk as organic milk helped achieve consistently higher prices.
  • Because Grahams could rely on dependable supply, they were able to take advantage of new opportunities that presented themselves downstream, particularly demand from upscale supermarket Waitrose, and pass the demand back upstream to the farmers.
  • Because the farmers, Grahams and the extension advisers had a track record of working together, issues which used to be subject of competitive bargaining could be addressed constructively and creatively.

The super-result: more jobs and a stronger economy

  • Consumers have more access to high quality food from a food chain they trust.
  • In exchange for being dependable and responsive, the current farmers have moved from believing their livelihoods were risky to better prices and consistent custom.
  • The producer has expanded their market and product range and know they could expand again if demand arose.
  • The farmers are able to welcome new organic dairy farmers to join the system.

Expand the economy one community at a time

What are the lessons to be learned from Scottish organic milk producers?

If you want to get your part of economy moving again, and I am sure you do, then:

#1 Don’t just think price and simple competition. Think supply chain which means lots of suppliers working with lots of producers and lots of retailers.

#2 Look for junctions where our naïve competition is creating silly inefficiencies.

#3 Use specialists in industry (as opposed to business) management to collect data from the supply chain and balance feedback and confidentiality.

If you mean to be in your business, then be in it.  Love it. Shape it. Don’t just try to reap a profit, but work to create the economy that allows us to reap a profit.

One supply chain at a time, at home in our own communities and ‘without waiting for no one.’

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Asking questions about life after the recession

Celebs Face_0320 by EDWW day_dae (esteemedhelga) via Flickr5 stages of grief and the recession

By now, everyone has registered that we are in a severe recession.  We have gone through denial, and we have gone through anger. I wonder, though, whether we have arrived at acceptance and action or whether we are currently going through bargaining, and when that fails, have yet to go through depression.

What do I mean?  At the moment, we are still quarreling over the cuts to make. No. We are still quarreling over whether to make cuts.  This is not action. This is bargaining.  We are still hoping to propitiate the gods.

We flood the Gulf of Mexico with oil and we are surprised when ace negotiator, Barack Obama gives us a bill larger than the additional taxes we need to pay to clear up the credit crunch.  We definitely aren’t that far along, are we?

Anticipating life after the recession

That doesn’t stop me trying to anticipate the end game, though.  It struck me today that the essence of much of our debates is a rather abstract question:  what will be the relative roles of our economic and social lives?

Many pundits think our economic lives will become marginal, not because we will be poor but because we simply don’t have to work so hard to meet our basic needs.  (I can hear you tell me to talk for myself!)

But the structure of economic life is the central question we face and within that question is the question of the relative roles of economic and social lives.

Where will work fit into our lives after the recession?

Within this question is the role that economic activity plays in a healthy existence.  We like to work.  We may not always like the conditions of our employment or or relative status, but we like to work.

Poet David Whyte thinks our character is tempered by the fires of work.  We express ourselves through economic exchanges.  We grow through economic exchanges.

Maybe this question should be the starting point of imagining our radically different collective futures.  What kind of economic interchanges do we believe are worth pursuing?

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This is not a recession. Stop dithering and step up to the plate . . .

HR and the recession

People are out hunting again for information on HR and the recession.  I’ll briefly recap my thoughts her.

1 Keep positive

The over-riding goal of HR during a recession is to remain positive.  I don’t mean vacuous gushy “everything will be alright” talk.  We look foolish when we deny the reality of the precariousness of our financial situation and our the hardships being encountered by people around us.

In practice, being positive means this. Get yourself home. Get your staff home. Have plenty of R&R.  Begin the survival course of the recession by keeping the HR team in blooming psychological health.

Then work on the managers. Make sure they are in rude psychological health. Get them home.  Make sure they are keeping things in perspective.

And lastly work on the employees. Make sure they have plenty of time off and if they are on short-time, try to arrange training and meaningful activities that speak to their innermost dreams and sense of who they will become in the future – good economy or bad.

In short, our job is to “do our blooming in the crack and whip of the whirlwind”.  We can’t stop living just because the economy has gone bottoms-up.

2 Get business minded

Cut out the BS, the bullying and the waste of trees.  Get the business facts onto the table.  Ask what evidence there is that something works or doesn’t work.

Ask what needs to be done now. Right now. When someone is throwing their weight around, ask them for one hour when they can stand up in front of the company and explain their vision of the future with facts and figures.

Keep the discussion focused on what our current customers are buying, what we do well, and what we could do more of quite easily.  If someone has a wish-list, ask them to sketch out a project and take charge of it – including persuading people to cooperate.

3 Get negotiation minded

No one is in business to please us. Not our customers. Not our suppliers.  Not our employees.

What are they willing to do right now?  This minute.  What of those choices is good for the business?  Get that done right now.

When someone sulks, ask them what they are willing to do right now.

Of course, negotiation is a two way street. What are you willing to do right now. And do it when called for.

Is this HR?

Sure it is. HR isn’t a set of tree-wasting morale-hoovering procedures.  It is keeping the team together in a constructive mood.

We can only achieve our mission when we are feeling fresh and rested.  We can only do that when we are talking about mutual goals (business).  We can only do that when stress belonging – what we are doing together rather than what we are not.

And it begins with us.  If our mental health is ragged, we can’t support the managers.  They will become ragged and they can’t support their employees. If necessary, retain a positive psychologist to telephone you weekly or even daily.  Otherwise just look after yourself.  Go home. Eat fresh food. Take exercise. Keep a gratitude diary.   You will notice the difference.

Then cut out the time-wasting and focus on business.

Then focus on belonging.  Why does this person want to be here?  Why do we want them here? Have we made that clear?  Are we setting th tone for a positive inclusive enviroment?

HR is a leadership role

A stern tone – yes, I think I am becoming impatient.  That won’t do.  I must take my own advice.  But this why I am so certain of my advice.

This is not a recession folks.  Stop dithering, and step up to the plate to deliver the positive, business minded, inclusive leadership that we joined HR to do.

And that applies to me too.

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3 steps for citizen leadership during the financial crisis

Economic reports for the week

The news of the week is the growing fear of sovereign default in Mediterranean countries and the possibility of a double dip recession.  I spent the morning reading up the economic commentaries and turning them into plain English.  As far as I understand what I read, our way of life is in supreme danger of falling apart.

We cannot afford to carry on the way we are.  We don’t have the money.  And the price of borrowing is likely to go up unless we can show clearly how we will pay back what we want to borrow.

The politicians are in a conundrum.  They want to defend Britain’s triple AAA rating.   And to do that they must achieve two goals.

#1  They must show on paper that we can pay back the money we borrow.

#2 They must show money-lenders that the people are behind them and won’t erupt in open revolt.

We need a plan on paper but it matters naught if we do not stand together. It matters naught if we are each trying to position ourselves to win out during the inevitable decline. The money-lenders are watching us.  Our very division will be our downfall.

Finding the will to stand together

So as ever, the issue is neither financial nor economic.  It is social & political.  How can we find the will to stand together?  How can we keep our heads when others are losing theirs?  How can we develop the collective trust to work out how to get through the next ten years?

Positive psychology in hard times

This is just the kind of problem that positive psychology deals with.

We want to know how the ordinary person, you and me, can exercise personal leadership when we don’t have confidence that formal leaders will exercise the leadership we need.   We want to know how to act sensibily when we really have no idea how things will work out.  We certainly want to act in the common good without being totally irresponsible about our own futures and the futures of our families.

3 steps for citizen leadership during the financial crisis

I’ve tried to distill the advice of positive psychologists into three steps.  What do you think?

#1  Keep our eye on people we respect.  Fill our minds with what does work and not with what doesn’t.

#2  Tell the stories of what does work.  Bring the best of the past with us.

#3  Layout out the things we do understand so that other people can understand the issues.  And help others who do not have the skill to layout knowledge in their area.

Is this the way to live positively in times which seem to call out the negative, conniving and complacent?  Is this the foundation of citizen leadership?

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Dissolve your recession blues with 3 questions (and a Posterous blog & camera)

The mark of a good businessman is that he can succeed in bad times

Anyone can do well in a rising market.  When an economy is doing well, people trade with each other.  I make bread and I swap it for your milk.  While I am making bread, you plough my field.

In a sophisticated economy, we make the exchange process easier by swapping goods & services for money.  It’s easier all round.  And the sovereign ~ the king, queen, president or government ~ demands their share.  That’s called taxes.

In good times, we simply slot into the system.  Its easy.  Somebody wants something done. We do it. We get some money.  Our options improve.

In bad times, everyone tries to do everything for themselves.  It is harder to specialize because no one wants to trade their speciality for yours?

Is it?  Why is it so hard?

Why not just walk up to the person who has what you want and make an offer. I can do this for you if you do that for me?

Why haven’t you just done that?

Some where along the line we’ve lost our ability to think for ourselves

If we intend to be successful, in bad times and good, we have to be a little clearer about what we offer.

Here are 3 questions to ask and answer.

#1   What do I really enjoy doing?

Think about when you experience ‘flow’, that wonderful feeling when you are so engrossed that you loose track of time (and are late for the next think.)  Young people often experience flow in sport.  Where else have you experienced flow?

Now commit yourself to doing more of that.  Commit yourself to remembering when you experience flow.  Commit yourself to experiencing more flow, more often, and very frequently (every hour?).

Good.  Now we are enjoying ourselves we help others enjoy their lives!

#2   When do I bring the light to other people’s eyes?

When you are in flow, it’s unlikely that you are looking in the mirror.  If you were, it is likely you would see a magnificently radiant and happy person.  You eyes will be alive and dancing.

Everyone wants to feel like this.  When do people around you feel flow?  When do their eyes light up?

What is that you do that brings the light to other people’s eyes?  Which things do you love to do and which of these make other people so happy that their eyes sparkle with pleasure?

Where does your deep gladness and the world’s hunger meet?

It’s a humbling experience to think of these sweet spots, isn’t it?  We don’t feel bold and brazen. We feel shy.  We feel hesitant.  We feel gentle.  We feel calm.  We know that this is our mission.  This is what we have been called to do in the ‘family of things’.

#3 Why do their eyes light up?

But we aren’t sure how to begin.  How do we grow this sweet spot where we are bringing a light to other people’s eyes?  We ask “why?”  When their eyes light up, what story are we helping them live?  What “flow” are they experiencing at that moment?  Who are they at that moment?  What is their purpose?

What essential information did we provide in that moment that helped their story come true?

We need to tell their story.  We need to take a photo and write a blog post.  Day-to-day, let’s document the place where we made someone’s story true.

That’s the point where we have something to trade

And to return from the poetic to commerce, it is at this point that we have something to trade.  We understand what we love to do.  We know when our pleasures are pleasures for others.   We understand their stories and we able to make them come true.  We can walk into someone’s shop or business and say to them, “I can do this for you.  Would you be able to do this for me in exchange?”

Capture those micro-moments when someone in your life lit up!

Now get on with it!  Opening a Posterous blog will take you a few minutes. Getting out your camera will take even less.  And send me your link!  I want to see you capture those micro-moments when someone in your life lit up!

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7 steps to network yourself into business opportunity

Network our way through the recession?

There is a funny video about Linkedin going the rounds that I found from @jackiecameron1.

Unemployed people sign up to Linkedin in a desert of jobs. Everyone is networked, but to each other, to no one has a job.

What use is networking if there are no employers in the group?

Networking is not hitching a ride!

What is very apparent in the rather delightful (and accurate) spoof  is that no one is doing anything.  Everyone is trying to hitch ride on everyone else!

Who in that network is trying to make anything happen? Who is inviting other people to help, even for free?

Networking out of a desert of jobs

To take the metaphor of the desert further, if anyone got the group organized to look for water, they might find some!

Why doesn’t anyone start some useful activity?

The simple answer is that no one there trusts anyone else. If they did, they would invite them to do something!

How do we begin to organize that group?

Here are 7 steps for organizing a group who seem to be out of ideas, out of resources and who don’t know each other well.

A  Show Confidence in Your People

#1 Begin!

#2 Be active.

Do something! Sit down and make a sandcastle! See who helps.

B Help Your People Gain Confidence in Each Other

#3 Change the sandcastle so that people are helping each other.

Move your position so that you are handing sand to the person building. When another person joins in, move to the the end of the line.

#4 Move the line slowly in the direction that seems most promising.

At the same time, get people to sing so that they become more aware that they are a group.

Keep your attention on the sandcastle by-the-way!  People are only going to be bothered with the sand castle if you are!

C Work with People Who Trust the Group

#5 Position a reliable person at the end of the line while you start a new line.

Make sure the person at the end of a line knows to sing out if they see anything unusual on the horizon.

D Bring Information About Opportunities Into the Group

#6 When someone sees something unusual on the horizon, don’t create a stampede.

Move the whole bicycle wheel, by changing the direction that the sand moves. Move the sandcastle builder to the other end and reverse the direction of sand. In an orderly way, move the other spokes. Keep it playful!

E We Are All In This Together

#7 Continue and continue!

You might decide to abandon your group and go it alone.  Yes, it might be slow moving the group along and it might feel as if the group is slowing you up.  But aren’t your chances of finding water higher in an organized group looking out for each other?

It is easier to think straight when things are really bad

It sometimes feel that deserts are too much to cope with.  I am also going to tell you that deserts are better than abandoned farm land. You are lucky. Yes, you are!

Let’s imagine, you simply find yourself in a abandoned but essentially sound farm.  You don’t start building a useless sandcastle. You do something useful.  You start to plough the land and plant seeds.  The difficulty is that you have now fixed your group to that field.  You will be unable to move slowly across the horizon to a better place.  In modern parlance, your solution is not scalable!

That’s why I like the idea of deserts.  We are willing to abandon sandcastles and rebuild them elsewhere.

When you chose your seed project, build something, anything, where we can see results and where we can all help! Keep the projects short and sweet so that people can see results and move them as we spot other things on the horizon.

Experiments in extreme living

What I want you to do is to build something with the resources under your feet.  And invite someone else to join in.

When the person joins in, give them a prime spot and support them.  Invite another person.  Keep building.

That’s is the challenge. That is the task!

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Don’t let the recession take over your life! Live anyway.

Nile Crocodile
Image via Wikipedia

Overwhelmed by the threat of the ongoing recession?

In Africa, we have a lovely though terrifying expression.

When we up to our armpits in crocodiles, it’s hard to remember that our goal is to get to the other side

What do we do when we are surrounded by crocodiles?  Ignore them ~ they’ll have you for lunch.  Scream – a stress reliever that accomplishes nothing?

Read on!

Threat captures 100% of our attention

The threats of job loss, business failure,  mortgage default etc and boring etc have become very real.  For everyone.  These are the crocodiles.  They grab our attention and we can think of little else.  At best, we hope they will go away.

Well they won’t.  Like crocodiles, they have found us.  We didn’t find them!  They are not going away unless we make them!  And right now they are taking over our entire lives.

Reclaim your attention by labeling threats as threats (not goals)

The trouble with crocodiles, and recession-type threats,  is that they are so scary, we completely forget our goals, and indeed that we ever had any at all.

The mental trick to claiming back our attention and capacity to think straight,  is to label a threat as a threat.  Neutralizing a threat is not my objective.  Fighting crocodiles isn’t the goal (for most of us).  Getting to the other side is our goal.  We need only to neutralize the threat to getting to the other side ~ not neutralize the threat itself.

Go it?  This is how it works.  When we label a threat as an annoying distraction, we focus all our knowledge, knowhow and strength on sorting it out, and sorting it out quickly.  When a crocodile threatens us, we get over our initial panic and we poke  our fingers in the crocodile’s eyes .  The crocodile is neutralized sufficiently and get on our way to the other side!

Pick our battle ground and have the battle it promises

It’s still a battle, of course. We could lose. We will get hurt.  We are still frightened.  So it is heaps smarter not to play in crocodile infested waters in the first place!

If we am going to, and sometimes we have to, sometimes we find ourselves there by mistake, then we’d be very wise to keep a sharp look out for predators and to be ready to paddle into the deep water they don’t like.  The battle goes not to the swift or the strong, but ye who thought ahead and pays attention?

We must also be prepared to have a fight, win quickly, and not worry to much about it when it is over.   There is no point in ranting and raving about crocodiles when they are a part of the very life that we have chosen.

They are there.  Deal with them.  On their own terms, not in terms of some fantasy.

Deal with them as threats to be neutralized sufficiently to be on our way.

On our way!

Which is   .   .   .  which way?  We have been so busy fighting crocodiles that we have forgotten!

Do an elementary SWOT on the back of an envelope!

  • T = Threats.  You know those.  That’s all you’ve been thinking about lately.  The crocodiles that threaten to eat us up.
  • W= Weaknesses.  You know those. All the little things you’ve been angsting about.  All our worries about crocodiles are bigger than us!  The things that are out of our personal control.
  • S=Strengths.  You have a canoe and you know the crocodile hates deep water. You read books and it doesn’t!  What have you got going for you?  List every small thing at our disposal.
  • O=Opportunity  Where is the opportunity?  Have you forgotten?  Where is the opportunity in a crocodile infested river?  Look around and spot it.  Get there!  Now!

And poke out the crocodiles eyes.  You are bored with crocodiles now.  They are just at threat.  They are not our purpose.

Don’t forget your goal is to get to other side!

A long recession

This recession is going to go on for a long time.  Live your life anyway.  Get on with it!  Pay the recession as much attention as it needs just as you pay the crocodile as much attention it needs.  Then go on your way!

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If your organization could do one thing with enthusiasm?

Popular subject, this recession!

I love it when someone visits my blog and I love it even more when someone leaves a comment.  Sadly, though, on a blog, originally taglined beautiful work, I get more traffic about the role or HR and the recession than for topics like poetry.

So you want to know about HR and the recession?

These are my qualifications to talk on the subject:

1. I am a WORK psychologist.

I pay attention as much attention to the work we do, and the context that we do it in, as I do to the techniques of HR and the psychology of the work.

Here is an important point I have noticed:  Writers on HR are not exploring the recession itself. 

My observations are this:  this is not a recession.  It is not a depression either.  The financial system is too central to the economy and too large, with one quarter of our livelihoods in UK, for this to be regarded as a cold, or a serious bout of flu.  Indeed, I don’t think metaphors of illness or failure will take us far and it is best to think of a caterpillar becoming a butterfly: the one goes and another emerges.

Where will we be in five year’s time?  What industries will be surgent?  What will jobs look like?

I spoke to someone in Johannesburg today.  He had just been into Zimbabwe and I told him of the Forbes’ prediction that Africa will supplant China as the supplier of low cost labour in five years.  Look at Africa with that filter and notice the scenarios you now consider.  Look at the processes you now perceive to be the ones we should protect, cherish and nurture.

We are not in a position of more-or-less.  We are in a position of radical change.  We need, I think, to be discussing the nature of work in the UK and how work will change by the time we are out of this crisis.

2.  My second qualification is that I have lived through a serous recession before, sadly.

We go through phases in these situations much like the phases of bereavement.  We deny, we get angry, we barter, we accept.

At the moment, we are in the early phases, with many people believing that somehow this will all go away while a few others expressing a little anger – about fat cats, particularly.

Few of us are exploring our options in any depth.  And, even fewer of us are taking a leadership position in which we help other people understand what is happening and how they can work together towards a better future.

My experience of these situations is that the presence or absence of that leadership, workplace by workplace, will make a difference to the final outcome.  The last thing we need is to develop a pattern of each man for himself, women and children look after yourselves.

Leadership matters.  And leadership means believing in our followers, and showing it.

3.  I am a psychologist.

In any stressful situation, we are faced with the easy choice: be defensive and protect what’s ours.  Or, we can step up and be proactive and generative.  Which is often very hard.

Let’s take Obama’s inauguration as an example.

Obama’s inauguration will be one of the largest in history – people want to be there.  Obama is doing some predictable things.  He is looking for ways to include as many people as possible.  And he is capping donations at USD50K.  Both laudable.

This quotation struck my eye:

“This inauguration is more than just a celebration of an election,” she said. “This is an event that can be used to inspire and galvanize the public to act. That is what we’re aiming for.”

To spend all that effort (and money) on a celebration of past successess is not enough – not now, not after such a campaign.   The collective party in Washington and across the country, if not the world. lays the foundation for the next round of effort.

Rahm Emmanuel, incoming White House Chief of Staff is quoted as saying:  Don’t let a good crisis go to waste.

Indeed, a good crisis allows us to think through what is important to us and how we will work together in the future.  I desperately want to read stories in the HR blogs on what we are doing together to meet the challenges of the future, together.

Before we launch into micro-actions of making people redundant or whatever else (there’s been lots of traffic on psychometric tests of all things), how do we want people to act?

What collective action are we hoping to inspire and galvanize?  What is the good use to which we will put this crisis?

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You will understand the economic indicators of the US with this visualizaton

Did you study economics?

I’ve never studied economics formally but I wish I had. Not because I think Economists get right.  Some of my best friends are economists (:) really!).  They are intelligent, thinking people.  But they rarely get anything right.

I wish I’d studied economics because I think it is important to understand economic statistics.   How can we function without knowing where the economy is going?   How can we make political choices if we don’t understand what is happening around us?

Thankfully contemporary visualizations help us understand economic data

I might be let off my need to improve my economic literacy by the accelerating trend to slurp numbers and arrange them so that more of us can understand them.

Here is a marvelous visualization of the US economy.

On almost every indicator, the US economy seems to have bottomed and turned.  It’s a  snappy little presentation allowing us to click quickly through ten indicators.   The data readjusts with a springy look which reminds us, I think, the short-term instability of economic data.

Before I saw this visualization, I hadn’t appreciated how well the American economy is doing.

I wish we have an equivalent presentation on UK economy.

Who is audacious enough to hope?

Do have a look.  I find myself not daring to hope that they are true.  I wonder how many more people want to wait a bit before they get their hopes up?

Posted on by Jo Jordan 0