OVERVIEW
MANAGEMENT
PERFORMANCE
POSSIBILITIES
CAPITALS
ACTIVITIES
ACTORS
BURGESS
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US CONGRESSIONAL BUDGET OFFICE
BUDGET OUTLOOK 2023 PDF: CBO-2023-budget-outlook See PDF: CBO-2023-budget-outlook-24626.pdf Peter Burgess COMMENTARY I studied 'economics' at Cambridge University in the late 1950s. Previously I had studied engineering and subsequently I qualified as a Chartered Accountant in London, training with Cooper Brothers & Co ... now the London part of PwC. Back then there was a robust discussion about the weakness of GDP as a measure of national economic performance. Both Keynes in the UK and Kuznets in the USA were of the view that GDP should be replaced by an economic measure that was more reflective of true impact rather than being so poor. That was more than 60 years ago, and the GDP metrics is still be used as a key metric for assessing 'economic' performance. For the first half of my adult career I did corporate work. I became a very young CFO a learned a lot about the role of management in getting desirable financial results. During the 1980s and 1990s in the secind half of my career I did a substantial amount of public sector work through the World Bank and the United Nations related to international economic development and humanitarian assistance. I learned during my very first assignment for the World Bank (in 1978) rhat there was a huge gulf between 'management' as understood in the private corporate sector and how the public sector and institutions like the World Bank and the United Nations understood 'management'. There were a few people who worked with the World Bank and the United Nations who understood my concerns, but mostly the staff of the World Bank and the United Nations did all they could to make sure they avoided me. My first exposure to World Bank analysis happened a very long time ago when I was still training with Cooper Brothers. I was given an assignment to check the cost estimates for the construction of the Kariba Dam in Zambia Peter Burgess | ||
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