Jump to content

Global Business Network: Difference between revisions

From Wikipedia, the free encyclopedia
Browse history interactively
← Previous edit
Content deleted Content added
VisualWikitext
→‎top: copy edit; removed some flowery language
Tags: Mobile edit Mobile app edit Android app edit
Rescuing 7 sources and tagging 0 as dead.) #IABot (v2.0.9.5
 
(19 intermediate revisions by 6 users not shown)
Line 28: Line 28:
}}
}}


'''Global Business Network''' ('''GBN''') was a [[consulting firm]] which gave [[scenario planning]] advice to businesses, non-profits, and governments.<ref name=":1" />
'''Global Business Network''' ('''GBN''') was a<ref>{{Cite news |last=Garreau |first=Joel |title=Conspiracy of Heretics |work=Wired |url=https://www.wired.com/1994/11/gbn/ |access-date=2022-09-22 |issn=1059-1028}}</ref> [[consulting firm]] that specialized in helping organizations adapt and grow in a changing world. The firm was particularly well known for using tools such as [[scenario planning]] and also offered [[experiential learning]] with networks of experts and futurists (dubbed "Remarkable People", or RPs).


⚫
Originally an independent firm, GBN became part of the [[Monitor Group]] in 2000, which was in turn acquired by Deloitte.<ref>{{Cite web |last=Levin |first=Josh |date=2009-08-03 |title=How is America going to end? The world's leading futurologists have four theories. |url=https://slate.com/news-and-politics/2009/08/how-is-america-going-to-end-6.html |access-date=2022-09-22 |website=Slate Magazine}}</ref><ref>{{Cite web |title=Deloitte Completes Acquisition of Monitor's Global Strategy Consulting Business {{!}} Deloitte Switzerland {{!}} Press Release |url=https://www2.deloitte.com/ch/en/pages/press-releases/articles/deloitte-completes-acquisition-of-monitors-global-strategy-consulting-business.html |access-date=2022-09-22 |website=Deloitte Switzerland |archive-date=2022-09-22 |archive-url=https://web.archive.org/web/20220922191752/https://www2.deloitte.com/ch/en/pages/press-releases/articles/deloitte-completes-acquisition-of-monitors-global-strategy-consulting-business.html |url-status=live }}</ref><ref>{{Cite web |title=Deloitte Acquires Monitor Group (and thus, GBN) {{!}} Strategic Innovation Lab (sLab) |url=https://slab.ocadu.ca/story/deloitte-acquires-monitor-group-and-thus-gbn |access-date=2022-09-22 |website=slab.ocadu.ca |archive-date=2022-09-22 |archive-url=https://web.archive.org/web/20220922191803/https://slab.ocadu.ca/story/deloitte-acquires-monitor-group-and-thus-gbn |url-status=live }}</ref> GBN was headquartered in [[Emeryville, California]],<ref name="Boom" /><ref name=":0" /> and had offices in [[New York City]], [[London]], and [[Cambridge, Massachusetts]].<ref name="About" />
GBN advised businesses, non-profits, and governments on how to address critical challenges and anticipate possible trends that could shape the future.

⚫
Originally an independent firm, GBN became part of the [[Monitor Group]] in 2000, which was in turn acquired by Deloitte.<ref>{{Cite web |last=Levin |first=Josh |date=2009-08-03 |title=How is America going to end? The world's leading futurologists have four theories. |url=https://slate.com/news-and-politics/2009/08/how-is-america-going-to-end-6.html |access-date=2022-09-22 |website=Slate Magazine}}</ref><ref>{{Cite web |title=Deloitte Completes Acquisition of Monitor’s Global Strategy Consulting Business {{!}} Deloitte Switzerland {{!}} Press Release |url=https://www2.deloitte.com/ch/en/pages/press-releases/articles/deloitte-completes-acquisition-of-monitors-global-strategy-consulting-business.html |access-date=2022-09-22 |website=Deloitte Switzerland}}</ref><ref>{{Cite web |title=Deloitte Acquires Monitor Group (and thus, GBN) {{!}} Strategic Innovation Lab (sLab) |url=https://slab.ocadu.ca/story/deloitte-acquires-monitor-group-and-thus-gbn |access-date=2022-09-22 |website=slab.ocadu.ca}}</ref> GBN was based in [[San Francisco]] and had offices in [[New York City]], [[London]], and [[Cambridge, Massachusetts]].<ref name="About" />


==History==
==History==
GBN was founded in [[Berkeley, California]], in 1987 by a group of [[entrepreneur]]s including [[Peter Schwartz (futurist)|Peter Schwartz]], Jay Ogilvy, [[Stewart Brand]], Napier Collyns, and Lawrence Wilkinson.<ref name="About">{{cite web|url= http://gbn.com/about/started.php |work= GBN.com |title= Where We Started |url-status= dead |archiveurl= https://web.archive.org/web/20100105183523/http://gbn.com/about/started.php |archivedate= January 5, 2010 |df= mdy-all }}</ref> The company grew to include a core group of "practice members", and over a hundred individual network members (or "RPs") from a range of different fields, such as ''[[Wired (magazine)|Wired]]'' editor [[Kevin Kelly (editor)|Kevin Kelly]],<ref name=turner203>{{Cite book |publisher=[[University of Chicago Press]] |last= Turner |first= Fred |authorlink= Fred Turner (author) |title= From counterculture to cyberculture: Stewart Brand, the Whole Earth Network, and the rise of digital utopianism |location= Chicago |date= 2006 |page= [https://archive.org/details/fromcountercultu00turn/page/n213 203] |df= mdy-all }}</ref> social media expert [[Clay Shirky]], anthropologist [[Mary Catherine Bateson]], economist Aidan Eyakuze, musician [[Brian Eno]], biotechnologist Rob Carlson, and China scholar [[Orville Schell]].
GBN was founded in [[Berkeley, California]], in 1987 by a group of [[entrepreneur]]s including [[Peter Schwartz (futurist)|Peter Schwartz]], Jay Ogilvy, [[Stewart Brand]], Napier Collyns, and Lawrence Wilkinson.<ref name="About">{{cite web|url= http://gbn.com/about/started.php |work= GBN.com |title= Where We Started |url-status= dead |archiveurl= https://web.archive.org/web/20100105183523/http://gbn.com/about/started.php |archivedate= January 5, 2010 |df= mdy-all }}</ref> The company grew to include a core group of "practice members", and over a hundred individual network members (or "RPs") from a range of different fields, such as ''[[Wired (magazine)|Wired]]'' editor [[Kevin Kelly (editor)|Kevin Kelly]],<ref name=turner203>{{Cite book |publisher=[[University of Chicago Press]] |last= Turner |first= Fred |authorlink= Fred Turner (author) |title= From counterculture to cyberculture: Stewart Brand, the Whole Earth Network, and the rise of digital utopianism |location= Chicago |date= 2006 |page= [https://archive.org/details/fromcountercultu00turn/page/n213 203] |df= mdy-all }}</ref> social media expert [[Clay Shirky]], anthropologist [[Mary Catherine Bateson]], economist Aidan Eyakuze, musician [[Brian Eno]], biotechnologist Rob Carlson, and China scholar [[Orville Schell]].


For its first 15 years, corporate clients would pay an annual subscription of up to $40,000 to become members of GBN's "Worldview". In return, they received exposure to the network of experts, were invited to workshops and interactive meetings to explore emerging trends and alternative futures, while gaining access to training seminars, a private website, and the GBN Book Club, offering a selection of literature about future issues each month.<ref name="Boom">{{cite news |title= Long Boom or Bust |url= https://www.nytimes.com/1998/06/01/business/long-boom-bust-leading-futurist-risks-his-reputation-with-ideas-growth-high.html?scp=10&sq=%22Global+Business+Network%22&st=nyt |work=[[The New York Times]] |date= June 1, 1998 |df= mdy-all }}</ref><ref>[https://web.archive.org/web/20071010220658/http://www.gbn.com/BookClubSelectionListDisplayServlet.srv GBN Book Club Selections]. Archived from the [http://www.gbn.com/BookClubSelectionListDisplayServlet.srv original] on October 10, 2007.</ref><ref>[https://web.archive.org/web/19980122171518/http://www.gbn.org/members.html GBN Members]. Archived from the [http://www.gbn.org/members.html original] on January 28, 1999.</ref> After its acquisition by [[Monitor Group|Monitor]] in 2000, GBN soon stopped offering this membership service, concentrating instead on scenario-based consulting and training.
As of 1998, ''[[The Economist]]'' reported that GBN had nearly 100 clients, "ranging from blue-chip firms such as IBM and AT&T to the government of Singapore and the National Education Association".<ref name=":1">{{Cite news |date=August 20, 1998 |title=A perfect day |newspaper=[[The Economist]] |url=https://www.economist.com/business/1998/08/20/a-perfect-day |access-date=2023-11-28 |archive-date=2023-12-04 |archive-url=https://web.archive.org/web/20231204234101/https://www.economist.com/business/1998/08/20/a-perfect-day |url-status=live }}</ref> At the time, they paid annual subscriptions of $35,000 each to become members of the GBN community; for an additional sum, they received custom scenario planning.<ref name=":1" /> As part of the GBN community, they received exposure to the network of experts, were invited to workshops and interactive meetings to explore emerging trends and alternative futures, while gaining access to training seminars, a private website, and the GBN Book Club, offering a selection of literature about future issues each month.<ref name="Boom">{{cite news |last=Lohr |first=Steve |date=June 1, 1998 |title=Long Boom or Bust |work=[[The New York Times]] |url=https://www.nytimes.com/1998/06/01/business/long-boom-bust-leading-futurist-risks-his-reputation-with-ideas-growth-high.html?scp=10&sq=%22Global+Business+Network%22&st=nyt |access-date=2023-11-28 |df=mdy-all}}</ref><ref>[https://web.archive.org/web/20071010220658/http://www.gbn.com/BookClubSelectionListDisplayServlet.srv GBN Book Club Selections]. Archived from the [http://www.gbn.com/BookClubSelectionListDisplayServlet.srv original] on October 10, 2007.</ref><ref>[https://web.archive.org/web/19980122171518/http://www.gbn.org/members.html GBN Members]. Archived from the [http://www.gbn.org/members.html original] on January 28, 1999.</ref> GBN was acquired by [[Monitor Group|Monitor]] in 2000,<ref name=":0">{{Cite news |last=Taylor |first=Chris |date=2004-10-11 |title=Forecasting: The Futurologist: LOOKING AHEAD IN A DANGEROUS WORLD |url=https://content.time.com/time/subscriber/article/0,33009,995373,00.html |url-status=live |archive-url=https://web.archive.org/web/20211216200758/http://content.time.com/time/subscriber/article/0,33009,995373,00.html |archive-date=2021-12-16 |access-date=2024-04-08 |work=[[Time Magazine]] |language=en-US |issn=0040-781X}}</ref> and soon stopped offering this membership service, concentrating instead on scenario-based consulting and training.


Before GBN, Peter Schwartz had been employed at [[SRI International]] as director of the Strategic Environment Center; following that, he took a position as head of [[scenario planning]] at [[Royal Dutch/Shell]], from 1982 to 1986,<ref>[https://www.nytimes.com/1998/06/01/business/long-boom-bust-leading-futurist-risks-his-reputation-with-ideas-growth-high.html?scp=10&sq=%22Global+Business+Network%22&st=nyt Long Boom or Bust]. ''[[The New York Times]]''.</ref> where he continued the pioneering work of [[Pierre Wack]] in the field of scenario planning.
Before GBN, Peter Schwartz had been employed at [[SRI International]] as director of the Strategic Environment Center; following that, he took a position as head of [[scenario planning]] at [[Royal Dutch/Shell]], from 1982 to 1986,<ref name="Boom" /> where he continued the pioneering work of [[Pierre Wack]] in the field of scenario planning.<ref name=":2">{{Cite magazine |last=Garreau |first=Joel |title=Conspiracy of Heretics |url=https://www.wired.com/1994/11/gbn/ |magazine=Wired |issn=1059-1028 |access-date=2022-09-22 |archive-date=2022-09-22 |archive-url=https://web.archive.org/web/20220922191752/https://www.wired.com/1994/11/gbn/ |url-status=live }}</ref>


GBN ceased to be an active entity following the acquisition of the [[Monitor Group]] by [[Deloitte]] in January 2013.<ref>{{Cite web |url= http://www2.deloitte.com/us/en/pages/about-deloitte/articles/press-releases/acquisition-monitors-global-strategy-consulting-business.html |title= Deloitte completes acquisition of Monitor's global strategy consulting business {{!}} Deloitte US {{!}} Press release |website= [[Deloitte]] |access-date= 2016-03-10 |df= mdy-all }}</ref>
GBN ceased to be an active entity following the acquisition of the [[Monitor Group]] by [[Deloitte]] in January 2013.<ref>{{Cite web |url= http://www2.deloitte.com/us/en/pages/about-deloitte/articles/press-releases/acquisition-monitors-global-strategy-consulting-business.html |title= Deloitte completes acquisition of Monitor's global strategy consulting business {{!}} Deloitte US {{!}} Press release |website= [[Deloitte]] |access-date= 2016-03-10 |df= mdy-all |archive-date= 2016-03-11 |archive-url= https://web.archive.org/web/20160311022141/http://www2.deloitte.com/us/en/pages/about-deloitte/articles/press-releases/acquisition-monitors-global-strategy-consulting-business.html |url-status= live }}</ref>


==Scenario planning==
==Scenario planning==
Unlike [[forecasting]] which extrapolates past and present trends to predict the future, [[scenario planning]] is a process for exploring alternative, plausible, possible futures and what those might mean for strategies, policies, and decisions. Scenario planning was first used by the military in [[World War II]] and then by [[Herman Kahn]] at [[RAND]] (“Thinking the Unthinkable”) during the [[Cold War]], before being adapted to inform [[corporate strategy]] by Pierre Wack and other business strategists at Royal Dutch/Shell in the 1970s. The key principles of scenario planning include thinking from the outside in about the forces in the contextual environment that are driving change, engaging multiple perspectives to identify and interpret those forces, and adopting a long view.
Unlike [[forecasting]] which extrapolates past and present trends to predict the future, [[scenario planning]] is a process for exploring alternative, plausible, possible futures and what those might mean for strategies, policies, and decisions. Scenario planning was first used by the military in [[World War II]] and then by [[Herman Kahn]] at [[RAND]] (“Thinking the Unthinkable”) during the [[Cold War]], before being adapted to inform [[corporate strategy]] by Pierre Wack and other business strategists at Royal Dutch/Shell in the 1970s.{{Citation needed|date=November 2023}} Scenario planning is thus often called the "Shell method".<ref>{{Cite news |date=October 18, 2001 |title=The next big surprise – Wanted: a new way of planning for the future |work=[[Economist]] |url=https://www.economist.com/unknown/2001/10/18/the-next-big-surprise |access-date=2023-11-28 |archive-date=2023-12-15 |archive-url=https://web.archive.org/web/20231215210803/https://www.economist.com/unknown/2001/10/18/the-next-big-surprise |url-status=live }}</ref> The key principles of scenario planning include thinking from the outside in about the forces in the contextual environment that are driving change, engaging multiple perspectives to identify and interpret those forces, and adopting a long view.

== Reports ==
In 2004, there was widespread media attention about a report that the Global Business Network prepared for the United States Defense Department which predicted "killer droughts through much of Europe, nuclear war between Pakistan and India over drinking water supplies, conflict between China and the US over Saudi oil, and an inland sea in California's Central Valley."<ref>{{Cite journal |date=2004 |title=Around the world – Nasty climate |url=http://www.jstor.org/stable/43879236 |journal=Earth Island Journal |volume=19 |issue=2 |pages=5–12 |jstor=43879236 |access-date=2023-11-28 |archive-date=2023-12-09 |archive-url=https://web.archive.org/web/20231209132927/https://www.jstor.org/stable/43879236 |url-status=live }}</ref>

In May 2010, GBN and the [[Rockefeller Foundation]] co-published a report titled "Scenarios for the Future of Technology and International Development".<ref>{{Cite web |last=Puckett |first=Jason |last2=Tregde |first2=Jason |last3=Spry Jr. |first3=Terry |date=2020-07-15 |title=VERIFY: 'Rockefeller document' doesn't prove theory coronavirus pandemic was planned in 2010 |url=https://www.wusa9.com/article/news/health/coronavirus/rockefeller-document-pandemic-scenario-2010/507-00197d1f-4f92-40ee-a0c7-2f5fe9d3b3cb |url-status=live |archive-url=https://web.archive.org/web/20200716034807/https://www.wusa9.com/article/news/health/coronavirus/rockefeller-document-pandemic-scenario-2010/507-00197d1f-4f92-40ee-a0c7-2f5fe9d3b3cb |archive-date=2020-07-16 |access-date=2024-04-05 |website=[[WUSA9]] |language=en-US}}</ref> The report explored four hypothetical scenarios, titled ''Lock Step'', ''Clever Together'', ''Hack Attack'' and ''Smart Scramble'', focused on solutions to issues of [[Global pandemic|global pandemics]], [[climate change]], [[terrorism]], [[Food security|food insecurity]], [[Cyberattack|cyberattacks]], [[disinformation]], and associated crises.<ref>{{Cite web |last=Rodin |first=Judith |last2=Schwartz |first2=Peter |author-link2=Peter Schwartz (futurist) |date=May 2010 |title=Scenarios for the Future of Technology and International Development |url=http://www.rockefellerfoundation.org/uploads/files/bba493f7-cc97-4da3-add6-3deb007cc719.pdf |url-status=dead |archive-url=https://web.archive.org/web/20100701154450/http://www.rockefellerfoundation.org/uploads/files/bba493f7-cc97-4da3-add6-3deb007cc719.pdf |archive-date=2010-07-01 |access-date=2024-04-05 |website=[[Rockefeller Foundation]]}}</ref>


==References==
==References==
Line 50: Line 53:


==Further reading==
==Further reading==
* {{cite book |last= Schwartz |first= Peter |authorlink= Peter Schwartz (futurist) |title= The Art of the Long View |year= 1991 |isbn= 0-385-26731-2 |url-access= registration |url= https://archive.org/details/artoflongview000schw }}
* {{cite book |last= Schwartz |first= Peter |authorlink= Peter Schwartz (futurist) |title= The Art of the Long View |year= 1991 |publisher= Doubleday/Currency |isbn= 0-385-26731-2 |url-access= registration |url= https://archive.org/details/artoflongview000schw }}


{{Authority control}}
{{Authority control}}

Latest revision as of 22:04, 7 June 2024

Global Business Network
IndustryConsulting
Founded1987; 37 years ago (1987) in Berkeley, California, United States
Founders
DefunctJanuary 2013 (2013-01)
FateAcquired by Deloitte
Headquarters
San Francisco
,
USA
ParentMonitor Deloitte

Global Business Network (GBN) was a consulting firm which gave scenario planning advice to businesses, non-profits, and governments.[1]

Originally an independent firm, GBN became part of the Monitor Group in 2000, which was in turn acquired by Deloitte.[2][3][4] GBN was headquartered in Emeryville, California,[5][6] and had offices in New York City, London, and Cambridge, Massachusetts.[7]

History

[edit]

GBN was founded in Berkeley, California, in 1987 by a group of entrepreneurs including Peter Schwartz, Jay Ogilvy, Stewart Brand, Napier Collyns, and Lawrence Wilkinson.[7] The company grew to include a core group of "practice members", and over a hundred individual network members (or "RPs") from a range of different fields, such as Wired editor Kevin Kelly,[8] social media expert Clay Shirky, anthropologist Mary Catherine Bateson, economist Aidan Eyakuze, musician Brian Eno, biotechnologist Rob Carlson, and China scholar Orville Schell.

As of 1998, The Economist reported that GBN had nearly 100 clients, "ranging from blue-chip firms such as IBM and AT&T to the government of Singapore and the National Education Association".[1] At the time, they paid annual subscriptions of $35,000 each to become members of the GBN community; for an additional sum, they received custom scenario planning.[1] As part of the GBN community, they received exposure to the network of experts, were invited to workshops and interactive meetings to explore emerging trends and alternative futures, while gaining access to training seminars, a private website, and the GBN Book Club, offering a selection of literature about future issues each month.[5][9][10] GBN was acquired by Monitor in 2000,[6] and soon stopped offering this membership service, concentrating instead on scenario-based consulting and training.

Before GBN, Peter Schwartz had been employed at SRI International as director of the Strategic Environment Center; following that, he took a position as head of scenario planning at Royal Dutch/Shell, from 1982 to 1986,[5] where he continued the pioneering work of Pierre Wack in the field of scenario planning.[11]

GBN ceased to be an active entity following the acquisition of the Monitor Group by Deloitte in January 2013.[12]

Scenario planning

[edit]

Unlike forecasting which extrapolates past and present trends to predict the future, scenario planning is a process for exploring alternative, plausible, possible futures and what those might mean for strategies, policies, and decisions. Scenario planning was first used by the military in World War II and then by Herman Kahn at RAND (“Thinking the Unthinkable”) during the Cold War, before being adapted to inform corporate strategy by Pierre Wack and other business strategists at Royal Dutch/Shell in the 1970s.[citation needed] Scenario planning is thus often called the "Shell method".[13] The key principles of scenario planning include thinking from the outside in about the forces in the contextual environment that are driving change, engaging multiple perspectives to identify and interpret those forces, and adopting a long view.

Reports

[edit]

In 2004, there was widespread media attention about a report that the Global Business Network prepared for the United States Defense Department which predicted "killer droughts through much of Europe, nuclear war between Pakistan and India over drinking water supplies, conflict between China and the US over Saudi oil, and an inland sea in California's Central Valley."[14]

In May 2010, GBN and the Rockefeller Foundation co-published a report titled "Scenarios for the Future of Technology and International Development".[15] The report explored four hypothetical scenarios, titled Lock Step, Clever Together, Hack Attack and Smart Scramble, focused on solutions to issues of global pandemics, climate change, terrorism, food insecurity, cyberattacks, disinformation, and associated crises.[16]

References

[edit]
  1. ^ a b c "A perfect day". The Economist. August 20, 1998. Archived from the original on 2023-12-04. Retrieved 2023-11-28.
  2. ^ Levin, Josh (2009-08-03). "How is America going to end? The world's leading futurologists have four theories". Slate Magazine. Retrieved 2022-09-22.
  3. ^ "Deloitte Completes Acquisition of Monitor's Global Strategy Consulting Business | Deloitte Switzerland | Press Release". Deloitte Switzerland. Archived from the original on 2022-09-22. Retrieved 2022-09-22.
  4. ^ "Deloitte Acquires Monitor Group (and thus, GBN) | Strategic Innovation Lab (sLab)". slab.ocadu.ca. Archived from the original on 2022-09-22. Retrieved 2022-09-22.
  5. ^ a b c Lohr, Steve (June 1, 1998). "Long Boom or Bust". The New York Times. Retrieved November 28, 2023.
  6. ^ a b Taylor, Chris (2004-10-11). "Forecasting: The Futurologist: LOOKING AHEAD IN A DANGEROUS WORLD". Time Magazine. ISSN 0040-781X. Archived from the original on 2021-12-16. Retrieved 2024-04-08.
  7. ^ a b "Where We Started". GBN.com. Archived from the original on January 5, 2010.
  8. ^ Turner, Fred (2006). From counterculture to cyberculture: Stewart Brand, the Whole Earth Network, and the rise of digital utopianism. Chicago: University of Chicago Press. p. 203.
  9. ^ GBN Book Club Selections. Archived from the original on October 10, 2007.
  10. ^ GBN Members. Archived from the original on January 28, 1999.
  11. ^ Garreau, Joel. "Conspiracy of Heretics". Wired. ISSN 1059-1028. Archived from the original on 2022-09-22. Retrieved 2022-09-22.
  12. ^ "Deloitte completes acquisition of Monitor's global strategy consulting business | Deloitte US | Press release". Deloitte. Archived from the original on March 11, 2016. Retrieved March 10, 2016.
  13. ^ "The next big surprise – Wanted: a new way of planning for the future". Economist. October 18, 2001. Archived from the original on 2023-12-15. Retrieved 2023-11-28.
  14. ^ "Around the world – Nasty climate". Earth Island Journal. 19 (2): 5–12. 2004. JSTOR 43879236. Archived from the original on 2023-12-09. Retrieved 2023-11-28.
  15. ^ Puckett, Jason; Tregde, Jason; Spry Jr., Terry (2020-07-15). "VERIFY: 'Rockefeller document' doesn't prove theory coronavirus pandemic was planned in 2010". WUSA9. Archived from the original on 2020-07-16. Retrieved 2024-04-05.
  16. ^ Rodin, Judith; Schwartz, Peter (May 2010). "Scenarios for the Future of Technology and International Development" (PDF). Rockefeller Foundation. Archived from the original (PDF) on 2010-07-01. Retrieved 2024-04-05.

Further reading

[edit]
Retrieved from "https://en.wikipedia.org/w/index.php?title=Global_Business_Network&oldid=1227805651"