Welcome to European Tribune. It's gone a bit quiet around here these days, but it's still going.
That's a big ass diary, Drew.  I wish I had more time to digest it.

What is frustrating to me, both as an economist and as an American liberal, is the view which, as I said in the Breakfast thread, states that flexibility and security are mutually exclusive in this case.

I call bullshit.

I want to agree with you.  I struggle to understand economics, but I really want to believe that we can have both flexibility and security.

Competition is not for the faint of heart.  It is, in my opinion, brutal.  But I also find it incredibly beautiful (cheesy though that may sound), because, in general, I see it as forcing us to accomplish things we would not have thought possible even only a few years ago.

Brutal, indeed.

What is your take on today's story, VW CUTS - Thousands of Jobs Endangered in Brussels?

If Belgium were to implement a similar apporach as the "Nordic" model, could this mass disappearance of jobs possibly lead to a "renaissance", as this presentation claimed happened in Uppsala when Pfizer

Recommendations for developing a region's resilience

Resilience of a region: partnership approach

Resilience for a region means its ability to absorb shocks and stress. It can be resilient and overcome massive change if the proper parameters and tools are in place.

The years to come may see an increase in the realignment of large companies, posing a threat similar to the one described in this case example and for many regions in Europe. The resilience of a region cannot be created by one entity alone.  Integration of entrepreneurial spirit, experience, managerial skills and capital are key ingredients, and must be available when needed.

Some tips

  • Regional governments have the responsibility to mobilise all elements in building their regional anticipatory resilience. They need to encourage the study of various scenarios; to develop options regarding what would happen if established companies change course and move away from their region; and to prepare accordingly.

  • Professionals and scientists taking on the role of entrepreneur need initial support in the management and running of their companies.

  • Pre-seed and seed money needs to be made easily available in the short term (from start up to two to three years) to finance the new companies' development and early survival, since venture capital can only be attracted when the new enterprise becomes viable within a period of some two to three years.

  • Experience and technology transfer skills are required and must be made available in open dialogue with regional research institutions and universities.

The case example was presented by Mr Gunnar Eliasson and Mr Per Lindstrom. Mr Eliasson is professor at the University of Uppsala and has looked at the region's resilience as part of his academic work. Mr Lindstrom is a former Pharmacia manager and currently represents his own company, Meadowlands Business Partners, which supports many of the newly created companies in the region.

Clearly the automobile industry -- as in the VW/Brussels case -- and the pharmaceutical industry -- as in the Pharmacia/Uppsala case -- are quite different.  But does the example of Uppsala's recovery from a sudden mass job loss have anything to offer to the current, seemingly disastrous situation in Brussels?

Truth unfolds in time through a communal process.

by marco on Wed Nov 22nd, 2006 at 04:54:44 AM EST

Others have rated this comment as follows:

rg 4


Top Diaries

Occasional Series