Timothy Jacobson
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?
Timothy Jacobson
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?
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.
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?