We need real leadership – not a partnership of vested interests

IS it merely a coincidence that the demise of the national partnership process in its current form and the US motor industry is being reported simultaneously?

The rise and fall of each has more in common than might be superficially apparent. Each has enjoyed positions of unchallenged systemic importance in their respective societies.

The former president of General Motors (GM), Charles Wilson, when being considered for the position of US Secretary of Defence in 1953, was asked by a congressional committee if a potential conflict of interest could arise between his GM job and a prospective government role.