We continue in this issue with the broad theme of learning lessons from the recession, building on them, and thriving afterwards.
Regular contributors Anthony Archer and Jane Huish have both written thought-provoking articles: these imply readers should be encouraged to step back from grasping any putative green shoots of recovery and from prematurely urging business as usual - without change to some fundamentals.
Jane argues from experience that what now passes for education in the UK is not proving sensible either for the country or for individuals. She believes that premature focus on skills training is dangerous. For many readers, it is hard to imagine a government doing more to destroy education than the dying Labour administration, as it muddles priorities and suffocates the teaching profession in mindless bureaucracy.
Anthony points to the numerous corporate, ethical and moral issues that emerge out of an essential analysis of the causes of the recession. As a respected head-hunter working across professions plus the not for profit sector - and a C of E synod member - he is well placed to draw from his experience. If these points are not addressed, it is difficult to see how any recovery might be sustained beyond the short term.
Those organisations that have been able to capitalise on new technology, even in (or because of) a downturn, may be proving more resilient right now. Internal communications specialists Marc Wright and Daniel Penton illustrate how embracing Web 2.0 has upside potential for those CEOs who are brave enough to use it sensibly and integrate it into their strategy. Some baby boomer readers chairing meetings might find it hard to accept Generation Y participants simultaneously multi-tasking, but you can observe that this already happens during conferences among younger delegates utilising mobile devices in silent modes.
Brian Friedman (not a Generation Y man) has used Web technology to significant commercial advantage in his business start-up in the depths of the recession. He is surprised by how what was initially expected to be a passing interest in expatriation reward matters has taken off in response to demand. For those who have been expatriates and have managed them, the issues being addressed are as familiar as ever and no less difficult to answer nowadays in a mobile society with high expectations. The availability of a centralised resource should prove invaluable.