Growing Resistance with Antibiotics

The main characteristics of the public sector and of the private sector are then discussed in turn, as a prelude to an examination of the rationale behind privatization. Once the case for privatization is established, the author proceeds methodically to study the process itself, and concludes that a decision to privatize should be based not on political ideology alone, but on a sober empirical analysis of its expected costs and benefits.

One of the book's highlights is the emphasis placed on the importance of the "indirect" costs of privatization, particularly those associated with the use of foreign resources. The presence of foreigners holding key positions in a newly independent state is often resented by the nationals, and may even lead to political instability.

Another highlight is a myth exploded: the author denies any automatic link between privatization and democratization. He deplores donors who insist on progress in privatization as a condition for disbursing aid, based on their false belief that more privatization means better democracy.

In 2010, global technology spending exceeded $4.2 trillion, equivalent to the world’s fourth largest economy—and its growth rate is substantially outstripping GDP growth in advanced economies. Virtually overnight, a massive “global technology economy” has emerged—and it’s gained far more influence than most decision-makers recognize. Understanding this economy is now crucial for every investor, executive, strategist, and policymaker. In The Macroeconomics of the Global Technology Economy, world-renowned expert Dr. Howard A. Rubin illuminates it as never before. Rubin helps you recognize, map, and understand how technology investments interact with value creation, and use this knowledge to optimize your own technology investments, whether you’re operating on a corporate, national, or global level. In a world that’s changing at breakneck speed, he helps you understand the role of technology in driving that change—drilling down to variables ranging from availability of IT skills and high-speed Internet connections to the growth of computer power. Along the way, he also discusses sectors pioneering especially intense IT usage, notably financial services, where 92% of business costs now relate to data. Rubin concludes with an overview of the navigational disciplines and iterative, real-time processes that companies will need to optimize performance and competitiveness in a world that’s becoming increasingly IT and data-centric.

2012 US Department of Defense Strategic Guidance - Sustaining U.S. Global Leadership: Priorities for the 21st Century Defense

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