Elected leaders, the President, governors and mayors, entrepreneurs, CEOs, business executives and union leaders need to lead to work independently and together to achieve these basic goals:
| WHAT | HOW? |
| 1. Keep present product industries | 1. Keep present jobs |
| 2. Develop new product industries | 2. Develop new jobs |
| 3. Revitalize older product industries | 3. Re-train for jobs |
| 4. Bring back product outsourced industries | 4. Bring back outsourced jobs |
A New American Leadership System™ (NALS) is needed to drive a national five-year plan for economic recovery and simultaneously a twenty-year plan for Victory in the worldwide market place. The New American Leadership System is elaborated in several of my other publications, other than here. Nonetheless, it is “the way” . . . the best way.
Introduction
This is a way of looking back and then looking forward. Only it is more. The looking back retrospective covers the past 28 years and looks forward in our prospective for the period 2009-2019. Still more, it offers a Behavioral Economic slant that is currently non-existent: Also we use fundamentals about Management and Leadership to successfully execute the solid solutions for the USA in the Prospective Section. Simply put, certain false and disproven economic thinking and theory is shot down with past evidence and common sense:
Understanding Past Behavior (The Retrospective) 1.
Proposing Future Behavior (The Prospective Phase) 2.
Guiding and Controlling Behavior (The way to manage and lead to succeed) 3.
This is how to achieve a vibrant economy with Peace, Profit, Prosperity and Progress for all Americans.
My life’s work has been to learn and develop the excellent management and excellent leadership concepts and skills needed to achieve the best in life we call The New American Leadership System (NALS). I have at all times known that there are both excellent and inept managers and leaders. My own success and failures have been to develop roadmaps to excellence through demonstrating the bad, wrong, hurtful and worst ways while simultaneously proving the opposite . . . the good, right, helpful and better ways to health, happiness and love.
Any reliance of any of the political parties or elected officials who demonstrate poor leadership or management is a waste of hope and optimism.
So for victory in life, read on.
Richard G. Lazar, PhD
December 2008
Qualifications: Why Pay Attention To Me? Here’s Why!
No one in America has been as close to what I have been. I have worked with every type of organization described in the Central Productive Process™ (CPP™) in design, development, marketing, sales, manufacturing in software and hardware organizations—from computers to cars to telecom and with all service industries . . . within hospitals, banks, mortgage and investment banks, advertising, investor relations, news and other media, churches, and military defense organizations. I have also worked for the US Forest Service and the Soil and Conservation Service in many of their state organizations in the USA. . I coached the Soil Conservation Service in Arkansas to clean up the then polluted Arkansas River and later received recognition from then governor and former President Bill Clinton.
I worked for US based companies and their international units in many countries in Europe, Asia, Japan, Canada and Latin America. I have worked at the hands on, personal levels with senior managers to middle and lower level managers, totaling 45,000 people worldwide. I have been on the board of risk management and international consulting organizations and economic services organizations. I have had assignments to make mergers and acquisitions work and to buy and sell companies. I have worked directly in the transportation industry on rail, bus and multi model. I have coached and trained in restaurant management and in building jobs. I was on the board of a new university dedicated to construction trades and consulted with a prominent home improvement company.
I was appointed a volunteer chairman of the Hastings Drug Guidance Council in 1972. I led this community-based drug and law enforcement agency that has received many awards and has sustained and morphed into the most effective educational community in New York State. I have led as chairman of the Gwinnett Transit Advisory Board, the introduction of a new county bus system in the south that won numerous awards as a compressed natural gas bus system
I have been a senior manager at an educational publisher during the Vietnam War that pushed the draft deferment tests and I successfully quelled the violence of the Students for a Democratic Society (SDS) in 1964. I taught at two universities in an MBA and a BA program for 14 years part time. I spent most of my work for pay years in the defense industry. As an Army soldier I served in an elite Scientific and Professional unit as a Project Director responsible for a controversial weapon system with both a nuclear and conventional warhead. I worked to keep the semi-conductor business of a major computer company alive in the USA by building a team in IBM that produced the first one-megabit chip that was built and sold for ten years. I was asked to work with the company that made the equipment to manufacture the semi-conductors used by most American chipmakers. I was referred to them as the only person to work with to “get their act together” to solve their product and delivery problems or “we will be forced to buy Japanese chip maker machines.” I did and it worked out well for all and for the USA in 1978. I was also actively involved in projects that either went nowhere or folded. I refused to work with a Chinese videotape manufacturer in 1985 because I feared that they would ultimately surpass the USA by implementing my Central Productive Process™ (CPP™) while I failed to get it implemented in the USA. Under the title of my economic monograph, How the West Will Win—that included the CPP™—I did send it to President G. W. Bush and his Secretary of Commerce, Malcolm Baldridge, in 1989. At age 75, I now recall that I learned a lot in 1977 when I was asked to lead a group of high-tech engineers in meetings with 25 Japanese visitors to, “tell them whatever they wanted to know about our ways to produce our semi-conductors.” Here’s what I learned. They wanted to know not how to “copy” us, as was the mantra then in late1970’s. They did want to know what they could do better than us and then they did. First it was Quality. Then price and profit. They did sustain this in all they did especially with autos. Then came the Chinese who did implement the CPP™. I have not given up on American leaders who do not grasp the CPP™. Somehow they do not fully see our financial, fiscal and economic crisis. This is my hope, that everyone will understand before the depression kills us.
The Heart and Brain
Without understanding the heart and the brain of our system, the CPP™, they do understand that non-regulation and runaway greed have been involved. They call the financial, banking and mortgage markets the Oxygen of our system. It is! However without the Heart and Brain, Oxygen is not enough. This error is the “sine qua non” to the restoration of the USA. We must build and sell new innovative products. We must develop excellent prime movers and key players. The second urgent piece to revitalizing the American economy is described in my “USA—The Innovation Nation” piece. I believe strongly that our new President, Barack Obama, will get it right, if helped by advisors and staff, as he has “gotten it” on so many vital issues that all Americans want resolved. In summary, jobs will come from our innovative products sold here and abroad in successful, victorious competition with China. We need our market share to provide jobs to produce sufficient income to enable