Agenda for change: strategic choices for the next government

The next government has a primary requirement to be well briefed on the challenges inherent in Australia’s strategic circumstances and the policy options available to it. ASPI is publishing this report to layout our strategic choices and to provide recommendations. Contributors are Peter Jennings on strategic policy, Mark Thomson and Andrew Davies on defence, Anthony Bergin and Kristy Bryden on homeland security, Russell Trood on foreign policy and Ryan Stokes on economic security. This body of ideas makes a compelling contribution to the discussions which ought always to characterise the Australian strategic and defence debate

Net Centric Distribution of Video Signal and Must Carry Rules in the U.S.

We are moving to a net centric video distribution model. There is thus a need to rethink must carry rules. In this paper we evaluate the process of transition to a model without must carry rules using an organizational change perspective: leadership; engagement and participation; planning and strategy; process; and outcome evaluation. It concludes that the U.S. Federal Communications Commission did not adequately respond to the needs of the sector and the lack of a transition strategy may have impaired the evolution of the video distribution sector towards a business model that can accomplish both access to greater variety as well as the survival of some local station producers.must carry rules, net centric video distribution, FCC.

Resilience Management: A Framework for Assessing and Improving the Resilience of Organisations

Resilient Organisations Research Report 2007/01Organisations today are increasingly aware of the need to prepare for the unexpected. High profile international events of the last decade, such as the September 11th terrorist attacks, the Indian Ocean tsunami, Hurricane Katrina and the emerging threat of a pandemic all serve to remind organisations that the unimaginable can and does happen. Stories emerge from these events of organisations that survived or failed; at first glance there does not appear to be a particular pattern. Some survivors had excellent disaster response plans in place; others had none, surviving purely on the merits of strong leadership and the commitment and determination of staff. Many organisations that are devastated simply never reopen again; others evolve so radically that they are hard to recognise from their pre-crisis form. This research project seeks to explore what it is that makes some organisations more able to survive a major crisis than others, and suggests a framework for both evaluating and improving the resilience of individual organisations