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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.
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.
Politicians of all shades should be pleased that the latest report from the think tank ResPublica is about Britain’s strivers. While researching it I was struck by the amount of striving that goes on, often in unexpected places.
The most fundamental issues raised by the Francis report on Mid-Staffordshire Hospital are not about the institutions or even culture, but about voice and power: who is heard, who is silenced and who, tragically, dies from deafness.
Mid-Staffs is the public sector’s Lehman Brothers, an organisation in which staff were faced in the wrong direction, the numbers were bogus and measured the wrong thing, and managers spent 95 per cent of their time on the wrong part of the job.
We all have our daily routines. Depending on where I am, mine either starts at 6am with a dash to London or at 7am with breakfast and taking the kids to school followed by a day working at home.
The papacy of Benedict XVI, though sadly short, has been one of immense significance. More than any other Pope in recent memory, he understood the deepest theological currents that lay behind Vatican II, and stood doggedly against a threatened revival of neo-scholastic conservatism by insisting on the co-belonging of faith and reason.
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