"Sponsored by the Association of Private Enterprise Education."Vol. 3 edited by Craig E. Aronoff, Randall B. Goodwin, and John L. Ward. Includes bibliographical references. v. 1. Challenges and responses -- v. 2. Foundations, interpretations, annd growth -- v. 3. Ideas for a changing world.

"Sponsored by the Association of Private Enterprise Education."Vol. 3 edited by Craig E. Aronoff, Randall B. Goodwin, and John L. Ward. Includes bibliographical references. v. 1. Challenges and responses -- v. 2. Foundations, interpretations, annd growth -- v. 3. Ideas for a changing world.

Jennifer Granholm was the two-term governor of Michigan, a state synonymous with manufacturing during a financial crisis that threatened to put all America's major car companies into bankruptcy. The immediate and knock-on effects were catastrophic. Granholm's grand plans for education reform, economic revitalization, clean energy, and infrastructure development were blitzed by a perfect economic storm. Granholm was a determined and undefeated governor, who enjoyed close access to the White House at critical moments (Granholm stood in for Sarah Palin during Joe Biden's debate preparation), and her account offers a front row seat on the effects of the crisis. Ultimately, her story is a model of hope. She hauls Michigan towards unprecedented private-public partnerships, forged in the chaos of financial freefall, built on new technologies that promise to revolutionize not only the century-old auto industry but Michigan's entire manufacturing base. They offer the potential for a remarkable recovery not just for her state, but for American industry nationwide.

Collaboration between the public and private sectors helped the U.S. economy recover from its last period of economic malaise, and similar collaboration is needed today, according to a key participant in the 1980s–1990s competitiveness movement. In Building the Next American Century, Kent H. Hughes describes that movement, beginning with the conditions that stimulated it: stagflation in the early 1970s, declines in manufactured exports, and challenges from German and Japanese manufacturers. The United States responded with monetary and fiscal reform, technological innovation, and formation of a culture of lifelong learning. Although a great deal of leadership came from government, a new sense of partnership with the private sector and its leaders was crucial. Hughes attributes much of the national prosperity of the late 1990s to contributions from the private sectors. Hughes argues that a twenty-first-century competitiveness strategy with a system-wide approach to innovation, learning, and global engagement can meet today's challenges, even in the demanding environment shaped by national security concerns after 9/11.