Graduates of Harvard Business School overwhelmingly favor foreign over U.S. locations for new investment. Data from the International Finance Corporation show that the ease of doing business in the U.S. has declined. According to the Fraser Institute, the quality of both the legal system and property rights has fallen sharply in the U.S. since 2000. Has bureaucracy become the chief business of the American people?

What if the current recession turns out to be like the Great Depression of 1929-1933? Four years from now, the United States might find itself with a still-shrinking economy, half as many banks as in 2009, a third as many hedge funds, and retail banking resembling a public utility. The federal debt could be at $20 trillion, the top income tax rate at 45%, and the S&P 500 at 418. Ferguson, a professor at Harvard University and Harvard Business School, imagines that to be the worst-case scenario. The Breakdown, as Ferguson calls it, would alter the international economic order, too, with China's GDP rising to half that of the U.S. by 2013 and the IMF's Special Drawing Rights replacing the dollar as the international reserve currency. Ferguson analyzes the roots of the crisis as well as the measures taken by the Obama administration to tackle it. He goes on to describe the impact on the global economy and points out that the slowdown is hurting other nations more than the U.S., thereby building a powerful case for a somewhat more sanguine view of America's future. In a better-case 2013, he posits, the Federal Reserve's policies have produced neither inflation nor deflation. A remarkable number of new banks have appeared, the top income tax rate is 35%, and the S&P 500 stands at 976. Because the world has become more dangerous as well as poorer, everyone looks to the United States to continue acting as a global policeman - and the greenback is still the world's currency of choice.

In the summer of 1992, hedge fund manager George Soros was contemplating the possibility that the European Exchange Rate Mechanism (ERM) would break down. Designed to pave the way for a full-scale European Monetary Union, the ERM was a system of fixed exchange rates linking together twelve members of the European Union, including Britain, France, Germany, and Italy. However, the impact of German reunification after 1989 had created significant strains within the system. Moreover, financial deregulation and the growth of cross-border flows of "hot" money increased the likelihood that a speculative attack on one or more ERM currencies might succeed. Soros had to decide which currencies to bet against. The Italian lira? The British pound? The French franc? Or all three? The result could determine the success or failure of the project for a single European currency.

Castlebridge & Company, a maker of high-quality outerwear, is a century-old British institution. Its headquarters remain in London, but most of its manufacturing has moved offshore. With the last domestic factory slated to close, the firm's executives struggle to preserve the "Britishness" of the brand. For historian Niall Ferguson, the plant closure is a logical step. The British public has been down this road, as have foreign consumers of British products. The real risk to the brand, Ferguson asserts, is the potential loss of its high-class cachet--not its national identity. Fashion reporter Dana Thomas argues that by broadening their markets beyond the super wealthy, luxury brands have made themselves vulnerable to economic fluctuations. Cutting costs by moving production offshore is inevitable, so Castlebridge should, with characteristic British candor, come clean about it. If the firm shines light on its native roots and its international production, it could establish a winning reputation as a truly modern, global brand. Dov Seidman, CEO of LRN, takes issue with how Castlebridge has gone about the shift to offshore production. In a world where reputation matters more than ever, the firm can't just outperform competitors. It must "outbehave" them, by keeping its promises and acting in a principled manner. Seidman advises the company to rediscover and recommit to the core values that have brought it this far. Writer and consultant Gill Corkindale looks inside Castlebridge, focusing on the staff that will stay on as the company restructures. She recommends a trust-building people strategy, modeled by the CEO, which emphasizes forthright communication from management, as well as genuine solicitation of, and response to, the opinions of employees.

Castlebridge & Company, a maker of high-quality outerwear, is a century-old British institution. Its headquarters remain in London, but most of its manufacturing has moved offshore. With the last domestic factory slated to close, the firm's executives struggle to preserve the "Britishness" of the brand. For historian Niall Ferguson, the plant closure is a logical step. The British public has been down this road, as have foreign consumers of British products. The real risk to the brand, Ferguson asserts, is the potential loss of its high-class cachet--not its national identity. Fashion reporter Dana Thomas argues that by broadening their markets beyond the super wealthy, luxury brands have made themselves vulnerable to economic fluctuations. Cutting costs by moving production offshore is inevitable, so Castlebridge should, with characteristic British candor, come clean about it. If the firm shines light on its native roots and its international production, it could establish a winning reputation as a truly modern, global brand. Dov Seidman, CEO of LRN, takes issue with how Castlebridge has gone about the shift to offshore production. In a world where reputation matters more than ever, the firm can't just outperform competitors. It must "outbehave" them, by keeping its promises and acting in a principled manner. Seidman advises the company to rediscover and recommit to the core values that have brought it this far. Writer and consultant Gill Corkindale looks inside Castlebridge, focusing on the staff that will stay on as the company restructures. She recommends a trust-building people strategy, modeled by the CEO, which emphasizes forthright communication from management, as well as genuine solicitation of, and response to, the opinions of employees.