Archive for March, 2010

Leading Through Innovation


Friday, March 26th, 2010

Vermont Business Roundtable is pleased to announce its sponsorship of Vermont Manufacturing Extension Center’s (VMEC) Innovation Engineering Leadership Institute – a phenomenal training opportunity on Leading Through Innovation led by Doug Hall of Eureka! Ranch, and is geared toward CEOs and Senior Management.

Wednesday – Friday, May 19-21, 2010

We are assured: This is not “just another event,” but rather an opportunity to accelerate innovation driven economic development, entrepreneurship and much needed job creation in Vermont.

For more information about the conference, click here.

Roundtable Release First Qtr 2010 CEO Economic Outlook Survey


Thursday, March 25th, 2010

CEOs Express Optimism for Next Six Months

The chief executives of Vermont’s leading businesses appear increasingly optimistic toward all three of the survey’s metrics:  sales prospects, capital expenditures and employment levels for the spring and summer months, when compared against third quarter 2009 forecasts.    The mood was assessed near the end of the first quarter and released today by Vermont Business Roundtable Chair Bill Stritzler and President Lisa Ventriss. (more…)

Courage is in the Eye of the Beholder


Tuesday, March 2nd, 2010

In his remarks during last week’s Senate floor debate on Entergy/Vermont Yankee, Senate President Peter Shumlin gave five reasons why he would cast a ‘nay’ vote on relicensure: power price; tritium clean-up; corporate responsibility; liability; and trust.  And then he appealed to his colleagues “to have courage to move onto the next generation of energy creation.” Well, courage is in the eye of the beholder.


Moving onto the next gen of energy is not courageous, it’s common sense, or “a no-brainer” to use Senator Bartlett’s words, and is something that Vermont’s energy utilities (including many Roundtable members) have been doing for awhile now as they plan for an incremental shift away from heavy reliance on nuclear power. What does require courage is this: staring into the head wall of a media tsunami and urging restraint where no restraint exists; calling for patience while waiting for information that doesn’t come fast enough; acknowledging that we don’t know enough at this time to make such a critical decision as closure; and, standing with an important corporate citizen that admits it has, more times than not, been its own worst enemy.  This is what the Douglas Administration and many business and labor leaders, including the Roundtable, have been doing.


Religious crusades and wars require courage. Resolving crises of public confidence and environmental degradation do not. They require steadfast leadership; clear and unambiguous communication; and swift, rational decision-making that is benefitted by credible information.