Over the years, we’ve learned a lot from our clients about the power of historical perspective. Here, in short blog posts, white papers, and external publications, we share some of those insights. From considered perspective on issues in such areas as corporate strategy, education, economic development, and health care, to more informal musings on the news of the day, we illustrate how history has brought us to where we are and shapes the choices yet to come.

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White Paper ·
February 2012

Private Education in the Public Interest

By the very nature of their “independence,” no two independent schools are identical. Yet all rise or fall on the answer to an old question: what is the place of independent education in a democratic society that educates the vast majority of its children in other kinds of schools? Given independent education’s tiny “lift capacity,” why should we care about the answer?

White Paper ·
April 2011

Medicine, Healthcare, and History: Past as Prologue

Once upon a time, we called it the art of medicine. Then we called it the science of medicine. Then we called it health care. Today we call it a mess. Arguably no public policy issue of our times stirs more impassioned, often embittered, sometimes irrational debate than this one. How did it happen that the ancient art of healing as it evolved into the citadel of biomedical science became so embattled?

White Paper ·
April 2009

Leading in Uncertainty: Four Proven Principles from History - Redux

In a recent white paper, “Leading in Uncertainty: Four Proven Principles from History,” we drew on the experience of several Depression-era firms to suggest four principles by which today’s firms can re-assert control in the midst of economic crisis and lay the foundation for long-term growth. Here we highlight firms that have applied these principles in more recent downturns, most notably the 1970s.

White Paper ·
February 2009

Leading in Uncertainty: Four Proven Principles from History

The global economic crisis has paralyzed businesses around the world, leaving otherwise nimble firms aimless and becalmed. Business loathes uncertainty and craves control. How, in times like these, can leaders assert control over events and set a new course?