Native American economic development is critical for tribes seeking to effect a positive long-term impact on their communities. Federal 8(a) programs have been a great resource for Native American owned business, but tribal communities have evolved with an increasing focus on sustainable strategic economic development.
Tribal nations not only focus on the importance of cultural preservation and protected lands, but aspire to overcome big challenges facing their communities. From poverty to limited access to high-quality education, minimal healthcare resources, and inadequate workforce development, tribes work to solve these problems through economic growth. Tribes that thrive economically can better support funding for education, housing, and a multitude of crucial basic services.
Some tribal nations have excelled in the face of these challenges. Tribal economies have had a profound economic impact by growing Native American enterprises, increasing revenue, and acquiring operating companies. Prosperous tribes have also developed strong internal and external business partnerships.
The UK — and everyone else – are anxiously awaiting March 29 when Article 50 will either be extended or revoked. If neither occurs, the UK must leave, deal or no deal. Only a few weeks away, one thing is certain. Everything will change. Brexit could turn UK trade on its head.
Brexit is forcing organizations to cope with immense uncertainty. How does a business strategically plan with an unknown number of unknowns? The anxiety of Brexit has halted UK companies’ transformative efforts in their tracks. Many experts are hypothesizing just what consequences will result, from ports unable to process inbound or outbound shipments, to decreased operational inefficiencies, to economic stagnation.
“Scenario planning in today’s 24-hour information culture and the dynamic global nature of business means that CEOs are being pressured by investors, the business media as well as the increasingly influential special public bodies, to explain their strategic direction and the benefits this will bring to customers as well as shareholders. This was challenging before Brexit but is now more so and a lot of CEOs are struggling with this,” explains Gaby Weidlich, a UK-based interim CEO.
2017 offered daily excitement. The markets continued an unrelenting upward streak. While some debate the strength of underlying fundamentals, valuations public and private rose all year long.
In our business at InterimExecs, demand for interim management continued strongly while gaining momentum in the US. We had fun matching inspiring companies and executives together that were focused on growth, transformation, or taking on big initiatives and goals (see some of our favorite moments of 2017 here: www.interimexecs.org/2017-review).
Thanks to Peter Diamandis and the Abundance360 team, I now know 2018 will prove to be even better in all respects.
For some interims the mentality is feast or famine – and that’s not a great position to be in. But it doesn’t have to be that way. In this member-exclusive webinar Robert Jordan, CEO of the Association of Interim Executives, shares five secrets for capturing more opportunities and positioning yourself for more work and less downtime. Learn how to become more powerful right now.
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