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The Disraeli Room is a hub for new ideas, commentary and analysis. ResPublica's blog is named after the great reforming Prime Minister of the nineteenth century, Benjamin Disraeli, and welcomes contributions from across the political, academic and professional spectrum.
As this collection of essays is published, The Co-operative Group is celebrating its 150th anniversary. Inevitably, it’s a moment to look back and reflect on where we have come from and what we have achieved.
Employee ownership has to overcome fundamental obstacles in order to become part of the mainstream UK economy. In 2012, Westminster and Whitehall acknowledged these obstacles and committed to working with the employee ownership sector and others to help dismantle them.
Employee ownership is now the most prominent and popular alternative to conventional forms of business ownership in the UK. Interest in it within business communities is increasing daily. It is currently growing at an annual rate of around 10%.
Small and medium enterprises (SMEs) could be the salutary lifeboat that the British economy needs for its lengthy recovery, but the current Government hasn’t yet been able to produce an aggregate policy offer to support them.
Interest in employee ownership is, in my experience, most often motivated by a desire for a fairer and more responsible form of capitalism and a drive to encourage personal responsibility among employees.
The UK has a competition regime, but still lacks some of the essential ingredients it needs for the nation to be competitive on the world stage in a tough economic climate.
The Chancellor of the Exchequer delivered the Budget to Parliament on 20th March, proposing a new set of economic measures meant to combat the economic malaise. Chancellor George Osborne announced that the present budget targets “people who aspire to work hard and get on” and those sectors driving up economic growth in the UK.
Britain is in a global race for the jobs and opportunities of the future. We cannot afford to ignore the potential of co-operative and mutual business models to drive growth and help build a more resilient economy.
Britain’s national museums and galleries have so far been a major success story of the 21st century. A decade of government commitment to the sector massively expanded its horizons, and the public has fully embraced and enjoyed these accomplishments.
As we’ve stumbled our collective way into ‘The Age of Social,’ countless systems, across all parts of society have begun to look woefully ill-equipped for a world in which a single tweet may come to exert as much influence as the media moguls of the 20th Century ever have imagined possible.
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