From the President.. .

Rinaldo S. Brutoco

First the Home, Then the Plans “No man is an island, alone and complete

unto himself”. -John Dunn

making a home of planet earth for the 6 billion residents already here-plus those to come. No other global institution is capable of su leading this task.

cccssfully

We as business leaders must use our precious skill of responding quickly to change (developed in the marketplace but applicable to all asp&s of life) in order to assist the world to create totally new rc- sponses to the dramatic challenges of the 21st cen- tory. More importantly, we must teach others to develop the same critical skill of responding

Addison Mizner, a little known American archi- tect, earned considerable ridicule around the turn of the century by telling a client “First the house, then the plans.” For an architect, that appears to be a totally irresponsible way to construct a dwelling unit. By contrast, it appears to have been the perfect way for the World Business Academy to proceed about its task of creating a positive, sus- tainable global future.

It is increasingly clear to all thoughtful business leaders that WC need to be directly responsible for

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Julian Gresser Julian Gresser

U.S. -Japanese economic relations must be improved. Such change is unlike/y to occur through U.S. -Japanese economic relations must be improved. Such change is unlike/y to occur through “conventional” negotiations. Theauthor presents a creativescenario for accomplishing the needed “conventional” negotiations. Theauthor presents a creativescenariofor accomplishing the needed paradigm shift. paradigm shift.

Discovering Solutions to U.S. Japanese Conflict

If nations were people, their physicians could tell by the condition of U.S.-Japanese economic rela- tions that a serious illness is raging, and rapidly approaching a critical stage. Left untreated, Japan iisks losing not only a staunch military ally and a huge foreign market, but also its psychological moorings. To virtually every Japanese child, for over 40 years, the United States has served as a model teacher. If this model is destroyed, the country’s political and economic compass will begin to spin and its stability displaced by oppor- tunism.

Many Amcricansdo not believe that our economic security is now, to a significant cxtcnt, in Japanese hands, despite the fact that WC arc indebted to Japan for billions of dollars. Many electronic, bio- logical and other strategic technologies now origi- natein Japan. It isclcarlyin thenational interestof bothcountries to discovera more crcativc modcof coexistence.

AlfrcdKorzybski,authorof ScienceandSnnityonce observed, “Those who rule the symbols, rule you,” and it is indeed fair to say that both the United

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World Business Academy Perspectives

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States and Japan today are in the grip of divergent and increasingly antagonistic images. The cover illustration for James Fallow’s article in The Atlan- tic in May 1989, portrays Japan as an enormous Sumo wrestler towering over a somewhat pa- thetic and juvenile globe. Increasingly in the power centers across the country, Japan is de- scribed as a ruthless adversary, determined to take down the entire world to appease its paro- chial interests. The United States, on the other hand, is increasingly seen in Japan as a petulant country no longer able to manufacture goods of any quality, grossly short-term in perspective, self-serving and ultimately racist.

The Problem

In a world of great complexity, imagery performs a critical function, because it captures and simpli- fies excess information and strident emotions in a single picture. The problem, however, with the “ordinary” images that rule most perceptions in both countries is that they reflect the present low level of awareness of our true interests and pre- vent these divergent interests from being harmo- nized for mutual gain. Imagery exerts a profound influence upon human thought. When negative, uninspired images proliferate, like cancer cells their destructive effects similarly increase. It fol- lowsthat whenfresh,inspiredimagesofahealthy and productive relationship are “discovered,” these images will capture the imagination of important interests in government, business, media, educational institutions and the general public.

Such “enlightened” images cannot be derived solely by logic, nor even by conventional brain- storming, which often degenerates into egocen- tric positioning, self-interest and manipulation. Rather, we must draw upon the full spectrum of human perception, including logic, intuition, creativity,andperhapsmostimportant, thedepth of wisdom, generosity and compassion that re- sidesineachofus. Imagesdrawnfromthissource will serve as springboards for the articulation of a fresh vision of a better future.

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The Process

A promising, though largely unexplored approach toimprovingrelationsbetweenthetwonationsisa process by which diverse individuals and groups can be brought together to prepare a series of “vi- sions” of aneffective, mutually supportive relation- ship and recommendations for concrete actions to implement elements of those visions. The process usesnew technologiesof discovery to devisebreak- throughs which would be incorporated in the vi- sion.

A”vision”isa narrative that captures theessenceof aproblemorsituation,outlinesgoalsandstrategies and a means of achieving them. The usefulness of “visioning” isalready well-established by the expe- rienceof someof America’smost successfulcompa- nies. Japan’s Ministry of International Trade and Industry has used long-term strategic visions as a primary tool to build political support for its indus- trial policies since the 1960s.

A “single negotiating text” builds consensus for these ideas across a broad spectrum of interests. Thisinnovationwasdeployed withgreatsuccessin the United Nations Law of the Sea Conference and during the recently completed Montreal Protocol for the protection of the ozone layer.

Steps in the Process

The technique of discovery engineering follows a defined protocol, which itself includes the follow- ing steps:

Step 1: Compose the initial discovery team.

The first task is to convene an initial team of ten to twelve Japanese and Americans, including people with experience in U.S.-Japanese trade relations, academics and others whose professional or per- sonal talents would contribute to the taskofprepar- ing the first vision.

Step 2: Develop the initial vision through discovery engineering.

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Summer 1990

The Discovery Question

The initial discovery question might be: “What would constitute an effective, supportive and mutu- allyprofitablerelationshipbetweentheUnited%ates and Japan, compatible with the interests and con- cerns of the rest of the world?” The inquiry seeks a holographic picture, a living expression of this ideal.

The “problem” as initially defined is usually signifi- cantly transformed and the “real” issues very differ- ent from what is originally conceived.

The Use of “Creative Reverie”

Edison,Kekule,Mozart, Wagner,Paulingandcount- less others reached their highest inspiration in a twilight area between sleep and wakefulness known as “creative reverie.” In reverie, highly realistic, hypnagogic (from the Greek, “hypnos”, to sleep, “agogeus”, leader) images appear in visual, kines- thetic,auditoryandotherforms. Byusinga specially designed electroencephalograph (EEG) monitor, the average person can learn not only to enter reverie voluntarily, but also to interpret the significance of the images and connect them to a discovery question or puzzle.

This process is significantly enhanced in groups by making optimal use of their members’ collective imaginative powers while remaining in an openly focused, nonjudgmental state of reverie.

The Initial Vision

The initial vision could be divided into four main categories of breakthroughs. The following are areas of possible importance:

Legal and Political

A statement of principles to guide the relationship and a proposal to improve the effectiveness of bilat- eral negotiations.

Financial and Economic

Identification, evaluation, and promotion of “strate- gic” technologiesand industries that would acceler- ate economic growth in both countries;

Incentives to help foreign companies tap Japanese capital markets through public listing on the Over- The-Counter market;

Proposals for joint action by the United States and Japan in the Third World to help poor countries rebuild their human capital base.

Scientific and Technological

Joint action to discover environmental break- throughs such as commercially viable photovoltaics and other applications of new technologies of inven- tion, and accelerated learning to significant public problems.

Architecture and Desire Projects to build transnational technopoloi, hu- manistic cities of science and technology, linked by telecommunications and new interactive multimedia such as “virtual reality,” which will allow people in bofh countries to meet and to interact in computer-generated space.

At present, many creative activities are taking place in each of these categories. The vision would give all those who wish to contribute a coherent picture of the elemental principles underlying these and other activities.

The remaining steps would be carried out by many individuals and groups, working in a loose federation with the core discovery group.

Step 3: Review of the initial vision by members of the U.S. and Japanese governments, the me- dia, business and educational communities and by other concerned citizens.

Step 4: Preparation of revised visions based upon synthesis of various comments and sug- gestions.

Step 5: Direct action to implement specific ele- mentsof thevisionbygovernment,businessand others.

Conclusion

The process of discovering solutions to U.S.- Japanese conflict is at least as important as the “solutions” themselves. A visioning process can help identifybreakthroughs to the problcmsand practical steps for their implementation. It would replace the present stock of images of envy, fear, and antagonism with a fresh set of images that inspire enthusiasm, cooperation, and hope. If present images reflect a kind of illness,thediscovcryprocessoutlinedabovewill lead both countries back to health.

Secondly, the process will develop a corps of dis- coverers from many walks of life who will be able to act independently and cooperatively

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World Business Academy Perspectives

Sign Posts Emerging ways of doing business

Corporate raiders, hostile takeovers, and leveraged buyouts fill the business news. Employees scramble to preserve theirjobs, communitiesaredislocated,assets aresold offwith littleregardfor anything but the “bottom line.” There is another way.

McCown De Leeuw & Co. (“MDC”), a private venture banking firm which sponsors middle- market management buyouts is dedicated to the creation of highly profitable and competitive com- panies. MDC buys solid operating companies working with management as their partner to ex- pand and improve the business.

‘The reason we use the term venture banking to describe what we do,” says Steve Zuckerman, an associate of the firm, “is our growth and building mentality.” MDC’sapproachis thatofanentrepre- new even though the properties they buy are cer- tainly beyond start-up phase.

Since its formation in 1984, MDC has acquired fifteen businesses, twelve of which are still in its portfolio (two were sold and one went public). Most are light manufacturing or distribution busi- nesses which were a division of a public company or large private company. Purchase prices range from $30 to $150 million for companies having $50 to $300 million in sales. MDC recently raised its second pool of capital totaling $130 million through four new limited partnerships.

What makes MDC different comes down to phi- losophy, intent, commitment and style.

When designing MDC, George McCown chose not to create a large, bureaucratic holding com- pany. By financing through limited partnerships with a ten year projected turn-over, he purposely eliminated the temptation to build an empire. MDC is very “flat” -two partners, five associates, one principal and a support staff of eleven.

MDC seeks not only to create economic value but societal value in terms of the context in which people experience work. Senior management of the acquired companies are required to purchase a significant amount of stock in the business with their own money. The percentage of ownership differs with each company-perhaps only one person in a small company, the entire corporate management group inothers. They hope someday to spread ownership throughout an entire organi- zation.

MDC is committed to adding value to each of their portfolio companies. That role includes:

l Adding experience in corporate strategy and ;,~rons through active participation as di-

l Assistingportfoliocompanies to find and hire additional key managers. l Optimizing the capabilities of management and employees by increasing and fixing re- sponsibility, streamlining decision-making, and creating new, meaningful financial and psychological incentives.

Whilemanyfirmsareheavilydominatedbyfinan- cial people, MDC banks heavily on McCown’s twenty-eight year career in operations. A gradu- ate of Harvard Business School, he held a series of positionsat BoiseCascadeCorporationincluding Senior Vice President for Building Materials Group and President of their Home and Land Corporation. In 1981 he acquired Boise Cascade’s Housing Division in a management buyout and became chairman of the new company.

“Leadership is absolutely critical to any success- ful enterprise,” McCown says. ‘The ability to create a shared vision and empower other people to do their best is the only way to function and survive in the business world.”

McCownbelievesinfindinggoodpeople, trusting them,makingsure theyareclearonthegoals, then turning them loose and letting them do it. We asked associate Zuckerman how MDC rated in living that philosophy. ‘mat’s what he does. It’s the classic ‘here’s the rope - please call us before you hang yourself.’ For that philosophy to work you have to be able to tolerate mistakes. The idea is to learn enough from our mistakes not to make the same ones over again. If you run the business the way George does you can’t have a philosophy of ‘If you screw up you’re gone,’ and he doesn’t.”

McCown’s philosophy of adding value is not limited to his business. He serves as Chair of the World Business Academy, the Harvard Business School Associationof Northern California and the Wyoming Centennial Everest Expedition and is a Director of the Packard Children’s Hospital at Stanford.

Pat Barrentinc, Editor

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Summer 1990

Merchants of Vision o

This space highlights Academy Members whose business and personal lives model the emerging new paradigm in action, and exemplify our motto, Beyond Business-Through Business.

“As a woman working predominately in a male environment,Ikeptcomingupagainst situations in the workplace that made me uncomfortable,” says Kathy Gardarian, owner and President of Qualis International, Inc. For instance as the only female sales person at one firm, Gardarian fre- quently had the highest monthly sales totals. At one sales meeting it was announced that she had once again achieved the highest sales volume to which the company president responded, “Well, how do you guys like being beat out by a skirt?”

“Those kinds of incidents were a gift to me. When I found myself so out of alignment and off pur- pose in that firm I decided it was time to trust rny- selfentirelyandbreakawaytostartmyowncom- pany.” Whensheleft there,allherclientstoldher, “We want to continue to do business with you.” She didn’t lose one customer.

Gardarian founded Qualis International, Inc. in 1987 choosing Qualis, Latin for excellence and quality, to reflect her intended purpose. The International was a commitment to expand the product line globally. Qualis which represents various manufacturer’s products now imports and exports both from the Orient and Europe.

“The business has been very successful and manages to increase in sales volume by several million dollars each year,” Gardarian says, “but what I feel is of equal value is how my business has been a vehicle for my own growth. And it is cleartomethatdoingbusiness withintegrityand being willing to acquire the discipline to live from your heart has really had a positive impact on everyone1 touch in business.” Her open, up-front style and integrity have resulted in lots of referral business.

Qualis operates with only five sales people, a warehouse, trucks, and offices in Newport Beach and Hong Kong. The business is not capital intensive. Qualis takes title to the merchandise on 3Oday terms from the manufacturers and clients are 15 days net so the business is self-liqui- dating. Gardarian uses her line of credit only when she wants to do something extraordinary. ‘Thisisanotherwayofempoweringmyself,” she says. “I’m very entrepreneurial but without the strain of debt I feel more like a free spirit. It helps me stay centered.”

When asked to serve on the WBA board she hesitated because her business is growing so fast. “Then I realized being active in the Academy was a way to con- tinue to sur- round myself with a peer group of like-

minded individuals who will reinforce what my whole life is about. I founded Qualis because I wanted quality and integrity and here are people who are finding ways to bump that up to the next level.”

She anticipates attending the London retreat with much excitement and has invited business associ- ates from Vienna, Switzerland and Italy to attend. Her goal is to get more women into the Academy and expand membership in the Los Angeles chap- ter.

Gardarian, who studied businessand psychologyat the University of California, Los Angeles, has had contractswithfactoriesinthesouthofchinafortwo years. After Tiananmen $uare she wanted to protest the government’s actions but questioned whether pulling out millions of dollars of business was the answer. She had an opportunity to ask the opinion of the Dalai Lama during his last visit. “Keep supporting the Chinese people,” he said. “Why would you hurt them further? They have alreadybeenhurt. Keepholdingthevision that they will be free.” Qualis didn’t pull out.

She hopes that her success in business will be an inspiration particularly to other women who may be fearful of leaving old paradigmcompanies. ‘You we,” she says, “the money is nice, and the achieve- ments are great, but what we really need is this connectedness to bridge spirituality and business. We are spiritoal beings being human, we’re not human beings being spiritual.”

Pat Barrentine, Editor

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World Business Academy Perspectives

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New Look at the Meaning of Work

Creative Work: The Constructive Role of Business in a Transforming Society is a product for the Schweisfurth Foundation,Munich,part of the EmergingParadigms in Scienceand Sociefy project being conducted by John Hormann. Summary by the book’s co-authorWillis Harman.

The industrialized world is going through a pro- assumptions that underlie modem society and all found change which involves reassessment of the most basic assumptions underlying Western soci-

itsinstitutions. It isashiftawayfrom thematerial- isminherent in reductionistic science, and toward

ety. We typically overlook a fundamental dilemma regarding work. It is assumed that the destiny of practically every individual is to have a job in the mainstream economy (or at least to be married to someone who does). On the other hand, work has been implicitly defined as something to be avoided and turned over to automated machines. Thus, since labor productivity is continually in- creasing, if everyone is to have a job, the economic product must increase more rapidly than thegrowth of the work force.

a recognition that our picture of reality is incom- plete and misleading so long as it does not explic- itly recognize the extent and magnificence of the potentialities of the human spirit.

. . .our picture of reality is incomplete and misleading so long as if does not

explicitly recognize fhe extent and

The net result is tremendous pressure toward growth of economic product through increased consumption, world militarization, and hidden makework. That pressure is now encountering counter-pressure from environmental damage and other planetary limitations. Thus an inescap abledilemma looms: How do weavoid a worsen- ing tradeoff between unemployment and further environmental deterioration and other negative consequences of over-consumption.

The work dilemma is only one aspect of a multi- faceted situation which can only find satisfactory resolution through a fundamental whole-system change. A scenario involving such change is plausible because of three converging factors:

magnificence of fhe potentialities of the human spirit.

l The growing problem of global environmental deterioration; theextinctionatanalarmingrateof many species of plants and animals; growing scarcity of fresh water; accumulations of toxic chemicals; chronic poverty and hunger in large portions of the world; persistent social problems of crime, terrorism, and drug addiction; the insta- bility of the debt-ridden world economy; and the every-present threat of international conflict with use of nuclear weapons.

l Second, a diversity of social and political move- mentspromotingdemocracy,liberations,ecologi- cal awareness, feminine consciousness, world peace, and social justice.

l Thirdly, at a still deeper level we can find indi- cations of a revolutionary shift in the most basic

The primary investigators in this project have been watching these highly interconnected devel- opments for some years and have been struck by the fact that reassessing the role of work, which seems so central to the ultimate resolution of our dilemmas, is so little talked about. The possibility that the world economy will not be able in the future to provide anything like full employment, as that term has been conventionally understood, is such a threatening idea that the topic almost seems to be taboo. Reports that many workers in the modem economy are alienated and find their work meaningless are also threatening in their implications.

Iftherehasbeenareluctance tofacecertainaspects of the work issue, it is no doubt partly because the problemsappear to be so intractable. And yet there is another possibility, which, when it is viewed in the light of recent developments in Eastern Eu- rope,China,andotherpartsof theworld,seemsfar more plausible than would have been the case a decade ago.

It is possible that the dilemmas are resolvable through a still more fundamental transformation of modern industrial society which could come about, not through clever management from a powerful state or transnational institution, but through a bubbling up of new goals, values, and concepts,comingfromavastcreativemiddle bandof

. . .people who sense a new vision will be content with nothing less than

its actualization.

people who senseanew visionand willbecontent with nothing less than its actualization. It is a “middle band” because it tends not to include the two extremesthose who are very successful (although perhaps unfulfilled) playing by the old rules, and those people who are left marginal and powerless by the old rules.

Somewhat as the people of Eastern Europe re- cently awakened to their power to bring about increased liberty and democracy, our research suggests that another awakening is under way in Western countries. This is an awakening to the power to bring about a society in which such con- cepts as unemployment and “meaningless” labor are obsolete and everyone has the opportunity to be engaged in dignified and satisfying work. This awakening is not being led by some charismatic leaders, political or otherwise; rather, it is arising in what appears to be a spontaneous manner, out of the deeper values and intuition of tens of mil- lions of people.

Summer 1990

In this book we explore the optimistic hypothesis that much of what we see going on around us can be interpreted as self-healing impulses, partially unconsciously guided. We make a case that the movements for personal and social transformation which have developed spontaneously over the last thirty years contain within them the elements of successfulresolutionofourmostvexingdilemmas.

This is all of the greatest significance to business in particular. In the first place, making good corpo- rate decisions depends critically on accurate as- sessment of both the external and the internal environment. But also, and most importantly, business leadership is in a unique position from which to contribute constructively to the peaceful transformation of the planet.

Willis Harman is a founding trustee of the World Busi- ness Academy, President of the Institute of Noetic Sci- ences, a Regent of the University of California, emeritus professor of Engineering-Economic Systems at Stanford University, and formerly was Senior Social Scientist at SRI International He is author of Global Mind Change, The Promise of the imf Years of the Twentieth Cmtury (1988).

John Hormann has worked for IBM since 1956 and over 25 years in various management positions in the U.S., Paris European H.Q. and Munich, Germany. He is on a two-yearloanto theSchweisfurthFoundationinMunich to plan and lead an international project on Emerging Paradigms in Science and Society. He is a Member of the World Business Academy.

trenched. Headway can be made and solutions, . . . . .

Gresser continued fmm Paae 3 with an expanded consciousness of the public interest. This is essential, because the problems of antagonism between the United States and Japan can not be resolved by a few people working in the Office of the President or the Prime Minister. The problems are too ingrained, wide-spread, and linked to the larger economic, social, and perhaps even spiritual dilemmas of both countries.

A crucial opportunity for improving relations still exists, before perceptions and positions in the United States and Japan become inexorably en-

once c&covered, wll hkely be rapxdly adopted.

There is considerable evidence from many fields that the diffusion of a new idea (vision) follows a common pattern from its introduction, to a period of gradual acceptance, then an increasing momen-

E turn until an explosion occurs in which the entire ’ / populationcomesrapidly toadopt thenewpattern

(images) and a paradigm shift occurs. In the same way, if properly implemented, this process will cause a discovery threshold to be reached and a paradigm shift to take place in the United States and Japan.

It will take only the dedication in time and effort of a few to awaken both countries to their essential interest.

Julian Gresser, a practicing attorney in Northun Califor- nia, is intensively involved in U.S.-Japanese trade and investment. He has been twice Visiting Mitsubishi Pro- fessor& theHarvard Law School and a consultant to the World Bank, the U.S. Department of State, and the Prime Minister’s Office of Japan. Mr. Gresser is author of Partners in Prosperity: Stmtegic Industries for the United St&s rind Japan (McGraw-Hill, 19S4) in addition to nu- merous articles in English and Japanese on economics, technology and law. He is a Member of the World Business Academy.

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World Business Academy Perspectives

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quickly torapidlychangingeventsonbothamicro and macro level. Failure to deal effectively with rapid change, the central issue of our times, is a certain prescription for disaster-a prescription no thoughtful business person would permit.

How to proceed with this enormous task is the question the Academy faced at its formation. The decision we arrived at was simple: first we build the home, the plans will follow. The Academy is intended to be merely that: the home for all busi- ness people who inherently realize the exception- ally rare opportunity we collectively possess to helpminimizethepainofthisglobaltransitionand insure a positive outcome from the journey.

AsnotedinWillisHarman’sprofoundbookGlobal Mind Change, there is perhaps only one precedent for the sweeping, systemic changes which are propelling the world on a nonlinear trajectory into an entirely new state of human consciousness. It leaves one profoundly humble to be aware that busincsspeopleareuniquelyprivilcgcd toserveas theglobal leadership in shaping this future. It also calls forth an awareness that this task can not be undertakenlightly,orevenas”businessasusual.”

No one of us is an “island,” let alone& “island” complete unto ourselves and able to safely shep- herd the earth to its next evolutionary stage. As dedicated servants of the common good, acting within thecontext of relationship toeachother,we arc complete.

We do not yet know what might emerge. We do havea set of skills whichappear tobeapplicableto the past and uniquely useful for midwifing the future. But first we have to join together.

The Academy was formed in order for the global business community to begin fulfilling its appro- priate role by creating a place, a home, for all like- minded business leaders to come together. Rather than starting with plans, or even an agenda, the

TheWou~oBusIh’~~A~~~wisanintcrnationalnetwork of business executives and entrcprcncurs who rccog nize a personal commitment to utilize their skills and rescwrccs in the creation of a positive future for the pIa”&.

WBA Perspectiues serves as a forum wherein Academy Mcmbcrsand Fellowsmayshareandcompareviewson issues. Articlcs,cditcdasneccssaryforspaceconsidera- tions, are presented for discussion and debate. They reflect the views of the author and do not mprcsent a position of the WORLD Bus~wx ACADEMY.

Academy’s role is to be a home in which our familial ‘relationships can be nurtured and our plans incubated.

It is, as one Member says, “the only place where I can come to really discuss this stuff.” The “stuff’ being his astute observations on the practical is- sues of the day, his deepest questions about him- self as a caring human being, his role in the global transformative process, his sense of himself as a spiritual being, and his intuition about what lies ahead. In the Academy he is able to explore his most challenging issues within the safe confinesof a”home”heshareswithpeersofsimilartalentand inclination. That is the essence of the Academy.

This issue of Perspectives marks a milestone for the Academy in that it will be distributed at our First Annual International Retreat. We are broadening the confines of our home to accommodate like- mindedbusinessleadersfromfivecontinents who will spend several days of their incredibly pre- cious time to discuss “Approaching the Millen- nium: Business as a Vehicle for Global Transfor- mation.” More importantly, we come together to explore our common business home, experience our familial ties to one another, share in the joy of beautiful surroundings, savor fine food, occupy pleasant accommodations, and begin to draw plans for how such a fine home can be built large enough to house the entire human family in simi- lar comfort. What a pleasure. What an honor.

Rinaldo S. Brutoco is chairman and CEO of Dorason Corporation, a privately held merchant banking and consulting firm headquartered in Northern California, Proprietor of the Red Rose Gallerie, Inc., and Prcsidcnt of the World Business Academy.

About PersgectivwL Members are encouraged to su mit their comments. The WORLD BUSINFSS ACADEMY, LIMITER is a nonprofit corporation organized under the laws of the District of Columbia, USA.

Ms. Pat Barrentine, Editor

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