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maio 23, 2007 Article published in Business Day’s Real Business of South Africa Entrepreneurship is a long, difficult word. And like the word, the reality of the concept involves many differing viewpoints and definitions. The word, entrepreneur, comes from the French language and dates back to the 1700s. It’s a strange word, difficult enough to pronounce, let alone spell. Yet nowadays it’s a household word used by millions throughout the world. However, ask 10 different people their understanding of the word, and you are likely to get 10 different answers. Some people think of it as a mad scientist working in his garage trying to invent something that is totally new to the world in the hope that he may well be able to commercialise it and make money from it. Others think of the housewife working in the kitchen who develops a superb sauce recipe. She gives this to her friends who think that it is fantastic. More friends ask for it and soon she thinks that if it is so good she could sell it. Whatever the definition, the process is undoubtedly critical to the well-being and economic development of a country. Jean-Baptiste Say, a French economist of the 1800s, said that an entrepreneur shifts economic resources out of an area of low productivity into an area of higher productivity and greater yield. The Oxford dictionary definition describes the entrepreneur as one who organises, manages and assumes the risk of a business enterprise. In SA, large corporations are changing. They are undergoing what they call restructuring, downsizing, and reorganisation. The net effect is that large corporations are not contributing to the growth of employment in the country. It is up to the small businesses, and it is these businesses that should be encouraged to start and grow. Modernisation is having its effect. E-commerce has had a pronounced effect on what is happening in the business environment. If one sits back and thinks about what profound developments have taken place, especially in communication, there are probably four major changes that have revolutionised communication worldwide, and these changes have taken place in the past 50 to 60 years. The introduction of the cell-phone, the personal computer, television and jet travel has revolutionised the way in which we communicate. It has made the world much smaller as communication is now almost instantaneous and the latest news can be relayed live around the world. No more does the business person or government official have to wait days to find out what is going on. All this has tremendous advantages, but it also has brought its own inherent problems. Daily pressures have become enormous, time is of vital importance, globalisation has caused increased competition, and many other factors influence our day-to-day lives. Nonetheless, whatever one may say, the importance of entrepreneurship within business, within governments, among nongovernment organisations in any country is crucial. It is definitely the chief agent of change that operates within the economic system. The most successful companies are those that engage in more entrepreneurial activity and innovation than others. The need in SA for entrepreneurship is certainly greatest when companies face diminishing opportunity streams as well as rapid changes in technology, consumer needs, social values and political roles. Those organisations which stop innovating and do not practice entrepreneurship do not grow they often decline rapidly and eventually disappear. If one looks at Fortune 500 companies, and compares those that were listed 20 years ago against those listed today, less than 25% are still operating. Multinational organisations have learnt this lesson the hard way. Pan Am was one of the largest airlines in the world about 10 years ago and no longer exists. Swissair ceased trading and there are numerous other examples of airlines that have followed the same sad demise. There are many reasons for this, but one may well be the innovation brought about by South West Airlines in the US. They were the forerunners of low-cost air travel, an innovation which has been copied by numerous companies throughout the world including our own kulula.com, 1time and the more recent Mango. It will be interesting to see how the airline market develops over the next 10 years. The world is complicated, especially for modern companies. Considerable turbulence is taking place, in which rapid changes occur within the economic, social, financial, regulatory, labour, and technology areas. The complexity of change is enormous and only those companies that are flexible, adaptable, aggressive and innovative are likely to sustain their competitive advantage. Danny Miller, a renowned entrepreneur and writer, states that an entrepreneurial firm is one that engages in product-market innovation, undertakes somewhat risky ventures, and is first to come up with proactive innovations, beating competitors to the punch. A non-entrepreneurial firm is one that innovates very little, is high-risk averse and imitates the moves of competitors instead of leading the way. On the other hand, George Bernard-Shaw says the reasonable man (or woman) adapts themselves to the world. The unreasonable person persists in adapting the world to themselves. Therefore, all progress depends on unreasonable men (and women). Michael Morris of Syracuse University in the US talks about two different types of entrepreneurship: frequency and degree. The degree of entrepreneurship within an organisation relates to how big the innovation is, how risky it is to the organisation, and how often it is done. Many organisations innovate occasionally, but this level of entrepreneurship is so significant and has such an influence on the company, that it can sustain itself for many years into the future. An example of this is the development of the A380 by Aerospace. It is a major innovation which could well have a profound effect on the industry, but if unsuccessful will certainly dramatically influence the well-being of the company. Mining companies fall into this category as mining exploration is a very costly affair and requires huge amounts of capital and long periods before economic payback is achieved. Anglo-Gold Ashanti is in the process of sinking new shafts a venture which requires considerable capital outlay and may not produce the returns required. Naturally, considerable research has gone into the process to minimise the risk, but it is nonetheless risky. With frequency of entrepreneurship, it is important to measure how often and how many times an organisation introduces new products, processes or systems. This would apply particularly to those organisations that are involved in the manufacture of fast moving consumer goods. These companies introduce a number of new products each year. Although the money required is considerable for a small business, it is nonetheless less risky, but necessary if the company is to keep ahead of its competitors. Companies can do both types of entrepreneurship and depending upon the levels in each category, will determine the intensity. All progressive companies need to consider this and they do this via various means which can include traditional research and development, involving ad-hoc venture teams that are formed in an organisation to develop and complete a particular project. Herrington is the director of the University of Cape Town Centre for Innovation and Entrepreneurship at the UCT Graduate School of Business, and one of the authors for the South African Global Entrepreneurship Monitor. This article appeared in Business Day’s Real Business in April. 
abril 23, 2007 News from Deepak Seth's blog: http://deepaksethspeak.blogspot.com/ Immigrants as Entrepreneurs: creating jobs, enhancing prosperity The immigration debate over the last few months has been focused on illegal immigration, the burdens it places on local economies and the plight of illegal immigrants. What has got sidelined is the continued contribution of legal immigrants in creating jobs and enhancing prosperity. Immigrants have been and continue to be the lifeblood of the US economy. By their entrepreneurial zeal and work ethic they have contributed to the unparalleled stature of the US as a colossus in the global economy. A recent study report (released January 7, 2007) by a team of student researchers in the Master of Engineering Management program of the Pratt School of Engineering at Duke University led by Executive in Residence/Adjunct Professor Vivek Wadhwa, Research Scholar Ben Rissing, and Sociology Professor Gary Gereffi, has documented the economic and intellectual contributions of immigrant technologists and engineers to US competitiveness -- to understand the sources of US global advantage as well as what the US can do to keep its edge. A key finding of the study was that there was at least one immigrant key founder in 25.3% of all engineering and technology companies established in the U.S. between 1995 and 2005 inclusive. Together, this pool of immigrant-founded companies was responsible for generating more than $52 billion in 2005 sales and creating just under 450,000 jobs as of 2005. The researchers also estimated, based on an analysis of the World Intellectual Property Organization (WIPO) patent databases, that foreign nationals residing in the U.S. were named as inventors or co-inventors in 24.2% of international patent applications filed from the U.S. in 2006. These immigrants come to the U.S. from all over the world to take advantage of the business, technology and economic opportunities in the country. An interesting finding was that these immigrant-founded businesses are unevenly located across the country. California and New Jersey represented hot spots for immigrant-founded engineering and technology business; Surprisingly, New York despite being the state with the second highest percentage of the population being foreign-born (19.6% vs. 24.9% for California in 2000), only had nearly 25% of its companies established by immigrant key founders (vs. 38.8% for California, 37.6% New Jersey, Michigan 32.8%, even Georgia, Virginia, Massachusetts, Illinois and Arizona fared better). New York (5.2%) also featured third after California (34%) and New Jersey (7.3%) in a breakdown of states where immigrant founded engineering and technology companies are based. California with Silicon Valley appears to be the hotbed of creativity and entrepreneurism. New York has significant catching up to do. Some food for thought for the state's economic policy czars. I was pleased to learn that immigrants from my country of origin (India) have founded more engineering and technology companies in the US in the past decade (1995-2005) than immigrants from the U.K., China, Taiwan and Japan combined. Of all immigrant-founded companies, 26% have Indian founders. Locally, in Rochester, Indian origin entrepreneurs like IC Shah (ICS Telecom) ,Dilip Vellodi (Sutherland group),Bal Dixit (Fireproof materials) ,Bhoopinder Mehta (Indus Group- hotels and restaurants),Ram Shrivastava( Larson Engineers),Makhan Singh (Restauranteur) have created hundreds of jobs and contributed significantly to the local economy. As they have worked hard to realize their "American Dream", they have enhanced the prosperity of their adopted land. This research showed that immigrants have become a significant driving force in the creation of new businesses and intellectual property in the U.S. — and that their contributions have increased over the past decade. It also established that the key to maintaining US competitiveness in a global economy is to understand America’s strengths and to effectively leverage these. Skilled immigrants are one of America’s greatest advantages- the US has the unique advantage of having amongst its citizenry people from all parts of the globe. This “integrated diversity” is not yet fully utilized by corporations to its full potential. No other country operating in the global arena has this advantage. You may not find a Fijian or an Icelander in China or India but you would very well do in the US. And that’s a strength which needs to be leveraged. Let us celebrate the "integrated diversity" of US and the pursuit of the "American Dream". Both of which contribute to the continued growth and prosperity of the US in a global economy. Link to the Report:
novembro 17, 2006 Segue convite de nossa parceira no Brasil, FGV-SP O professor Marcos Piscopo e o Centro de Empreendedorismo de Novos Negócios da FGV (GVCENN) convidam para a palestra com Alexandre Hadade, da Gráfica Arizona. "A Gráfica Arizona limitava-se a seu negócio original -- imprimir. Mas o crescimento da empresa estava na gestão do enorme acervo de anúncios e catálogos de seus clientes “ - EXAME PME 24-08-2006 Data: 23/11/2006 (Quinta-Feira)
março 31, 2006
1º) en las economias modernas donde el papel del Estado es cada vez mas reducido es clave que la iniciativa privada sea capaz de construir un tejido empresarial solido como garantia para la creación de empleo, riqueza y bienestar. En este sentido, sean bienvenidos todos los actos que ayuden a crear un pais mas emprendedor. Creo que en un futuro se va a crear en Brasil el dia del emprendedor, me parece excelente. Estas ideas del emprendedurismo deben crearse desde el colegio, en la universidad, en los medios de comunicacion, etc etc para dar valor a la figura del empresario y que haya mas niños brasileros que quieran ser emprenderores. Que no todos traten de emular a Ronaldinho (por cierto, el nº1 del mundo en el club que mejor fútbol hace en el planeta, el F.C. Barcelona) 2º) Los grandes desafios del emprendedor de hoy son cuatro: Me despido, un cordial saludo y hasta la proxima Manuel Bermejo
março 02, 2006 Desenvolvido pelas Nações Unidas em conjunto com governos, agéncias multilaterais e empresas multinacionais, o 10th World Summit of Young Entrepreneurs (WSYE) reunirá milhares de jovens empresários procedentes de mais de 70 países em um evento imperdível a ser realizado em São Paulo. Alguns ex-alunos do IE Business School estarão presentes.
Objetivos
dezembro 16, 2005 Este é um exemplo de Entrepreneurship durante o International Executive MBA. Este artigo será publicado na Rússia esta semana. B-SIGN is a start-up dedicated to the design, manufacturing and distribution of home accessories. It was created less than one year ago by 6 participants of the International Executive MBA programme of Instituto de Empresa Business School, a blended MBA which combines residential training in Madrid and Shanghai with online periods. "B-SIGN is a truly international company. Just to give you an example, the founder members of the company where living in four different continents during the MBA programme" explains Georgina Curto, Managing Director of the firm. For her, "Instituto de Empresa awakened our entrepreneurial character. It all happened naturally: the Entrepreneurship professor guided us in our choice of a business idea that we could implement as a team, helped us analyse the feasibility of the project and then gave us a small â??push' to launch it into the market". At the end of the MBA programme, the project won the 2005 Business Plan Competition at IE. The B-SIGN management team is now proud to confirm that the company is growing and two members of the founding team are now working full-time in the company. "It's very exciting. We have finished the second investment phase and have just made our first sales", says Curto. "I am certain â??she adds- that the success of our company is a direct result of the knowledge acquired during the MBA. We learnt how to set up a company, and moreover, working in a multicultural environment helped us to identify international opportunities". The founder members of B-SIGN are currently located in 4 different continents: Kevin Tam, Swedish, is in Singapore; Ilya Martinalbo, Spanish, is in Australia; Antonio Sedan comes from and lives in Colombia; Georgina Curto is Spanish and was living in Luxembourg when he did the MBA; and Alvaro Garcia and Victor Garcia are both Spanish and live in Spain. International Executive MBA The B-SIGN project was designed as part of the International Executive MBA programme. This MBA, which combines residential training in Madrid and Shanghai with online periods, is designed for top level executives with limited time to improve their competences and business management skills, and who wish to broaden their perspectives or reorientate their career. The participants are 35 years old on average and come from more than 25 countries, making for a highly diverse student body. The last intake of the programme included students from Colombia, Portugal, Australia, Germany, USA, Austria, Lebanon, Venezuela, Singapore, Cayman Islands, Spain, Mexico, Switzerland, Luxembourg, Canada, France, Cuba, Russia and Congo The International Executive MBA runs for 13 months and is divided into two modules, one dealing with fundamentals and the other with integration. Both modules combine face-to-face training, which is concentrated into three intensive residential periods with online sessions in between. Students are therefore able to follow the programme regardless of their geographic location. The residential periods permit students to work with concepts and skills that require physical presence, contact with the professors and contact among participants. The initial and final sessions of each subject take place during these periods, along with seminars focused on skill-building activities, the presentation of individual and group projects, and assessment tests that consolidate the work done during the presential and online training periods. The virtual campus is the fundamental point of reference for the online activities that form a communication platform for group work and for teacher-led online sessions. Participants have easy access to the comments, opinions and experiences of professors and fellow students, as well as general information on the programme. Careful planning of training activities together with seamless communication between professors and pupils contribute towards achieving the programme's aims of quality and applicability. Further information at: http://www.ie.edu/eng/programas/ixmba/ixmba_overview.asp Instituto de Empresa Business School is a leading business school, oriented to training entrepreneurs and corporate managers through its Master's degrees and Executive Education programmes. Instituto de Empresa is characterised by its markedly global approach, its spirit of entrepreneurship and innovation, its applied research projects and the promotion of socially responsible initiatives. Instituto de Empresa has an alumni network that currently comprises some 30,000 IE graduates that hold management positions in 85 countries.
novembro 28, 2005 Publico aqui uma carta de um dos professores do Depto de Empreendedorismo do IE Álvaro Sancho, falando sobre a organização do I Venture Day que foi um sucesso. Buenas tardes a todos, Como sabéis, el pasado jueves tuvo lugar el Venture Day en el IE http://ventureday.ie.edu/ , (día del Emprendedor), iniciativa que empezó a tomar forma hace más de un año y que pretende convertirse en los próximos en el referente motivador más importante para nuestros estudiantes emprendedores, con la organización para ellos de la competición de planes de negocio cuya final se celebró en la mañana del Venture Day, y punto de encuentro de inversores, ex-alumnos empresarios y otros grupos afines al espíritu emprendedor. Durante la mañana se celebró, como adelantaba, la final de la Competición de Planes de Negocio del IE, en la que los 10 proyectos que alcanzaron dicha jornada, tras quedar por el camino en las distintas fases previas más de 120 proyectos candidatos, presentaron y defendieron sus propuesta ante más de 100 personas entre los que destaca la asistencia de más de 40 inversores y otros tantos empresarios así como nuestros alumnos, tanto los que se gradúan ahora como los que acaban de empezar, que pudieron comprobar como a lo largo del año, que estos últimos afrontan ahora, en el IE pueden dar forma a sus nuevos proyectos empresariales e incluso darlos a conocer a la comunidad empresarial e inversora. Finalmente, tras una difícil deliberación, el comité de expertos, formado por empresarios y profesionales del Capital Riesgo, decidió felicitar a todos los finalistas aunque como en toda competición hay que elegir, por lo que seleccionó como ganador de la Competición Lease Plan al Mejor Plan de Negocio del año al proyecto de los alumnos del Executive MBA Jorge Martinez y Carlos Ramirez llamado â??TU PLAZAâ?, cuyo enfoque pretende dar solución a los problemas de aparcamiento en las grandes ciudades dando uso a las plazas de particulares no ocupadas durante los días lectivos, siendo su principal aportación, aunque no la única, el diseño de un mando a distancia de alta tecnología que permite solventar los principales problemas que otras empresas no lograron resolver al adentrarse en este tipo de negocio. Vaya por delante nuestra felicitación a los alumnos y el deseo de éxito en su iniciativa. Por la tarde, el Venture Day subió de nivel si cabe, y tras un almuerzo entre inversores y emprendedores, en el que muchos proyectos tomaron contacto para profundizar en las próximas fechas, Martín Varsavsky inició con su ponencia sobre su última iniciativa emprendedora (http://es.fon.com/ ) una ronda de paneles de discusión sobre temas tan actuales como "Venture Models For The XXIst century", "Opportunity Recognition & Evaluation", "Fundamentals of Fundraising" fueron centro de atención de los asistentes. Al final de la jornada, varios medios de prensa y más de 300 personas circularon por los diferentes actos, y no fueron pocos los gestos de felicitación por el resultadoâ?¦ que como todo fue fruto del trabajo de muchas personas, por lo que desde el Dpto. de Creación de Empresas queremos trasladar nuestro agradecimiento a todas ellas, que nos han ayudado para que este primer Venture Day haya sido un éxito, especialmente agradecer a Carmen Corrais, la paliza que se ha pegado, Beatriz Serena, por su paciencia y organización, Gonzalo Martínez, Fernando Vigón, Dpto. de Mantenimiento, Informática, Planificación, Comunicación, y como no gracias a los tutores del Dpto. de Creación de Empresas, sin cuyo apoyo nunca sería posible, y a Diogo Lemos, coordinador del VDâ?¦ como veis, el resultado ha sido trabajo de todosâ?¦ muchas gracias a todos, y disculpad si me olvido de alguien en concreto. Finalmente decir que el resultado de dicha jornada, nos hace empezar a pensar llenos de ilusión en el VENTURE DAY 2006, como el nuevo escaparate del espíritu emprendedor de nuestra escuela. De nuevo, muchas gracias a todos. Dpto. de Creación de Empresas
outubro 09, 2005 São Paulo - Na segunda-feira dia 3 de Outubro o Clube de ex-alunos do IE e o Comité de Pequenas e Médias empresas da Câmara de Comércio Espanhola organizaram o evento Gestão Empreendedora para Pequenas e Médias Empresas do Século XXI. O evento ocorreu na sede da seguradora espanhola Mapfre em São Paulo, em auditório gentilmente cedido para o evento.
No evento estiveram presentes cerca de 30 membros da Câmara, além de diretores e administradores de empresas com interesse no setor empreendedor. Abaixo publicamos algumas fotos:
outubro 07, 2005 No próximo dia 19 de Outubro (quarta-feira) será realizado mais um encontro "Tapas y Tarjetas" promovido pela Câmara Espanhola de Comércio. O evento mescla networking y happy hour para executivos e empresários interessados na relação Brasil - Espanha. Esta será a quarta edição do evento, desta vez em sinergia entre 3 comités da Câmara: o de Turismo, o Jurídico e o de Pymes (Pequenas e Médias Empresas). Ou seja, será melhor ainda. Para ver o convite com maior definição clique na imagem abaixo. Basta se inscrever:
julho 05, 2005 Estamos num novo século, com um novo cenário. Muitos não perceberam ainda. Three Billion New Capitalists: Consider the Outsource Here's the story. In the golden age, 1950-73, we had it all -- low-cost manufacturing, rising wages, technological dominance, a highly educated and motivated work force, a trade surplus. Until 1971, our reserve currency was backed by gold, forcing us to be responsible. We had control over our economic destiny. Since then, bit by bit, we've lost much of our strength and are in danger of losing the rest. Our first problem is the surge in competitiveness on the part of the rest of the world, especially China and India, a trend Thomas L. Friedman analyzes in detail in ''The World Is Flat.'' Even if the playing field were level -- which it isn't -- we would not be able to compete with the combination of low-cost labor, talent and fire in the belly of these two behemoths. Our second problem is that we still think we're living in the golden age. In fact, we suffer from a misguided sense of superiority, profligate spending habits, a weak education system, mammoth debts, a ballooning trade deficit and a religious devotion to free-trade theories developed before the Industrial Revolution. Each of these issues could consume a book, but Prestowitz, president of the Economic Strategy Institute and a trade negotiator in the Reagan administration, packs them into one. The heart of the question, as he sees it, is that we are not defending the jewel in our economic crown -- our technology and manufacturing capabilities -- but are instead waxing poetic about the virtues of free trade while more practical countries walk off with our loot. This, he contends, will lead to the gutting of our economy, with well-paid skilled jobs replaced by low-paid menial ones, and an America in hock to the world's next economic leaders. Globalization, of course, is nothing new. The ''hollowing out'' debate hinges on whether the United States can replace the jobs it loses with equal or better ones. Capitalism is fueled by Schumpeter's creative destruction -- new forever displacing old -- and this country has thrived through transitions from agriculture to manufacturing to automation to outsourcing to services. Free-trade advocates argue that globalization is just the latest phase of a continuing evolution. Trade hawks like Prestowitz argue that now is different because of the sheer size of India and China and our inadequate response to the new situation. Globalization has always been a touchy subject (after all, Americans lose jobs when companies move production and services overseas) -- so touchy that most popular discussion of it is inflammatory or inane or both. Last year, John Kerry branded corporations and executives who send jobs offshore ''Benedict Arnold companies and C.E.O.'s,'' and a White House adviser, N. Gregory Mankiw, provoked many a storm by suggesting that offshoring was actually beneficial because, among other things, it lowers prices and makes labor available for new opportunities. Mankiw may have been impolitic, but Kerry was just pandering. If the choice is go offshore or go out of business, a chief executive doesn't have a choice. Prestowitz acknowledges that many companies can't survive today without offshoring, but argues that we often abandon industries we could continue to dominate and so lose the ability to lead the next wave of innovation. He lays the blame on government, not the private sector. ''Whether it recognizes the fact or not,'' he declares, ''the United States has a de facto economic strategy, and right now it is to send the country's most important industries overseas.'' He observes, moreover, that the benefits of offshoring go beyond cost: ''You do save money,'' a senior manager at the semiconductor equipment maker KLA-Tencor says about sending work to India. ''But pretty soon, you realize the work is getting done faster and better, and you start sending more and more of it. You also start sending more advanced work and then have to figure out what, if anything, you really don't want to send.'' The work is getting done faster and better, Prestowitz argues, because Indians are not only hungrier than we are, but better educated. China, India, Japan and Europe all churn out more science and engineering degrees than we do. Worse -- and downright embarrassing -- is the state of American education. Globally, our 12th-graders rank only in the 10th percentile in math (that's 10th percentile, not 10th). Our students also rank first in their assessment of their own performance: we're not only poorly prepared, we have delusions of grandeur. One common argument against the hollowing-out theory is that we can afford to lose jobs in low-tech manufacturing because we retain our high-tech design and manufacturing capabilities. Prestowitz counters that China's and India's incentives and resources are so compelling that the high-tech work is leaving, too. Another argument is that a revaluation of the yuan will curb imports and stimulate exports, thus repairing the trade deficit. In fact, Prestowitz asserts, our manufacturing capacity has been so gutted that we can't export our way out, even if the dollar's value drops to zero. The only path is to cut spending. But Prestowitz risks sounding like Chicken Little when he pronounces the globalization of today more than just another ''gale of creative destruction'' to which our economy will eventually adapt. Manufacturing has long been declining as a percentage of the United States economy, but the jobs lost have been more than offset by growth in services (in health care, financial services, law, retailing, and so on). Prestowitz points out that services are now being offshored, too, but not (yet) at a rate threatening our main growth industries. The McKinsey Global Institute, for example, reports that while 24 million Americans switch jobs each year, only 3 million jobs are estimated to go offshore by 2015. The critical question, still to be satisfactorily answered, is whether offshoring produces net economic gain or loss. Prestowitz deconstructs an oft-cited McKinsey study concluding that each $1 of spending sent offshore results in an overall gain in the gross domestic product of $1.12 to $1.14. He points out the study relies on data suggesting that 69 percent of displaced workers found jobs at an average of 97 percent of their former pay. This leaves 31 percent who didn't find new jobs. Not only that, ''if employers took McKinsey's advice to increase their offshoring,'' he says, the gain would quickly become a loss. In America's boom time, government-business cooperation was considered anathema to free-market principles -- ''Politicians shouldn't pick winners and losers!'' In Prestowitz's view, the laissez-faire trade theories of the 19th century have no place in 2005; since he holds that many of our successes have resulted from public-private collaboration, most of his proposals for maintaining American competitiveness boil down to government taking a more active role. Pay teachers more. Help workers move between jobs by offering wage insurance and portable health coverage. Reduce oil consumption by providing incentives for efficient cars (and include S.U.V.'s in mileage regulations). Tax spending, not saving. Help strategic industries with federal loan guarantees and grants. Call ''a new Bretton Woods Conference'' to set steps for reducing the role of the dollar in the world economy and so defuse the trade-deficit bomb. Whatever you think about offshoring, most of these ideas are no-brainers. The Great Shift of Wealth and Power to the East.
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