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Whereas the politics here in North America, particularly in the United States and in Mexico, seemed to have made this very hard to do with great resistance? Even if you go back to the 1980s with the U.S.-Canada free trade agreement, that was enormously controversial in Canada. So you see what you could almost call, “hand me down industrialization,” where you start off and then you hand it down and the next country sort of climbs the scale. So governments were involved particularly in helping fund ports and infrastructure, but not through treaties, not through trade agreements, not until the end of the 20th century. And then I would say turn to North America and it’s a little bit of the Goldilocks middle, but not in the good ways that we usually think about Goldilocks middles, which is that we have NAFTA, we have a commercial agreement. Cardano is a blockchain and smart contract platform whose native token is called Ada.

And as I’ve looked at this and talked with various companies along the way and others is the US can handle the competition. We have so many natural resources, we have a great sense of technology, and intellect, and different kinds of financing, and skills, and productivity. But we do need to change our mindset that this is a global industry and that regionalization is a way to strengthen ourselves. It allows us as the US and our companies to have much better access to the eight billion consumers that are out there, not just the consumers that are in the United States.

So that is something that really needs to be set at the global level. And where you have seen significant competition between the U.S. and often Europe on one side and China and others in terms of those kinds of protocols, that I think is a global side of things. So if you come down to the commercial viability, there is where I do think regionalization often gives you an edge. This is seen as the industry national security concern that you need to control.

And so looking at trade flows and movement of money and people and ideas, actually what we’ve seen is there’s only about two dozen countries around the world that have seen their economies transformed by trade, by internationalization. On the other side, we see almost 90 countries where trade as part of their economy, trade as a percentage of GDP has either stayed the same or actually fallen over the last 40 years. So there’s a good number of countries that arguably have de-globalized already before President Trump brought up this idea. So globalization has not been as widespread or as penetrating as we tend to think here. Shannon Katcher is GTI’s Executive Director of Digitalization & Data. Shannon develops a strategic approach to digital transformation and directs research efforts, product and service developments, and investment initiatives in the data services and analytics space related to energy systems.

Hannon serves utilities, telecommunications operators, and industrial companies on issues including digital strategy, advanced analytics, agile transformation, product strategy and design, and user experience. She is a leader of our work on digital and analytics in the electric power and natural gas sector. With a professional and academic background in software engineering, Shannon brings clients deep expertise in building and scaling digitally enabled operations and products, using agile working, design thinking, and advanced technologies. So do we want that sort of big piece of a smaller and shrinking pie, or do we want to compete for that much bigger global pie.

Those eight billion consumers that are out there, the billion new middle class consumers that are going to come online in the next decade, most of them in Asia over the next 10 years. And if we do, then we need to do this with other countries. We need regional supply chains that allow us to make things very high quality but at more affordable prices. And that will be good in the end for US consumers because those cars will cost less, but it’ll also let us potentially sell to the rest of the world whatever our products are. How do we compete on the global stage because we can.

A $19 billion leader designed for a world of complex resources. The deeper, the hotter, the more remote, the more logistically difficult or environmentally sensitive the challenge – the more GE Oil & Gas can help. You’ll always have an opportunity to create the most powerful and successful marketing strategies for your business in devolver’s digital 261m london ipo. It is important to note that being “black” is not the same as black. Some people consider themselves to be black while others consider themselves white. The term “black” can be confusing because it can mean different things depending on who is talking about it.

And you know, that example of the t-shirt in the global economy is that one. But the example in Europe, one of actually the biggest fast fashion brand is a company called tha pyay nyo startup Zara, makes trendy wear for women and some for men. And Zara is not only the biggest in terms of revenue, it sells half a trillion dollars worth of clothes every year.

At least for the United States is we tend to look back with nostalgia at the 1950s and ’60s for many reasons. We do it culturally sometimes but we also do it economically. And that was a particular moment in the global economy when the two areas that are now our biggest competitors were destroyed by war. Japan had been totally destroyed and Europe too was barely able to get the lights back on and was trying to rebuild. So there were no other competitors and the US economy was really standing on its own in terms of its strength and growth and its ability to serve the rest of the world. Now, looking back at this history as I’ve done for this book is you see part of regionalization is the story of them rebuilding themselves and coming back and finding advanced manufacturing themselves.

We push the boundaries of technology to bring energy to the world. We are inventing the next industrial era in the oil and gas sector. In our labs and factories, and in the field, we constantly push the boundaries of technology to solve today’s toughest operational & commercial challenges.


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