Description
Book SynopsisIf you want to know how countries, companies and individuals can master the winds and the waves that will dominate the next decade, this is the book for you.
Rupert Pennant-Rea, former editor of the Economist, Deputy Governor of the Bank of England ''If leading your organisation sometimes feels like changing the front wheel of a bicycle whilst toy are still pedalling it as fast as you can, this is a book you should read.
Sir David Brown, former Chairman, Motorola UK
Beyond Crisis is full of compelling reasons, clear advice and practical models to help almost any enterprise remain viable beyond the deeply unsettling systemic failures that characterise today''s business environment.
Professor Richard David Hames, Dhurakilpundit University, Founding Director Asian Foresight Institute
We are in uncharted territory. There are few people who any longer think that the world post-crisis will be anything like the world before. Ringland, Sparrow & Lusting provide a clear description of the way that leaders need to think in this new reality. In doing so, they give us hope.
Estelle Clark, Business Assurance Director, Lloyds Register
The next decade will present organisational challenges on an unprecedented scale.
Beyond Crisis shows how you can build a ''purposefully self-renewing organisation'' which will survive and succeed in the midst of this chaos. The book shows how financial and economic crisis has blighted organisations in every sector, and then provide a range of tools and future scenarios for diagnosing problems and creating solutions.
This is a welcome dose of clarity in uncertain times.
Trade Review‘…a potentially life-changing book…one that prompts the examination of every layer of his organisation's functions…' (Gulf Business, June 2010). ‘This book is devised as a recession antidote: a guide to how to thrive in difficult times.' (Strategy magazine, October 2010). ‘Beyond Crisis will help leaders to create an organisation competent to innovate and prosper amid uncertainty.' (Health Service Journal, November 2010).
Table of ContentsPreface.
Acknowledgements.
Introduction.
Part I What Happened?
Chapter 1: A Short History of the Crisis.
The roots of the financial crisis.
The role of the financial sector.
Personal, corporate and government debt.
Executive Summary.
Chapter 2: The New Operating Environment.
Demographics.
Economic development and social interactions.
Communications, science and technology.
Resource and other systemic challenges.
Executive Summary.
Chapter 3: What Lies Ahead?
The short term.
The medium term.
Longer-term scenarios.
Executive Summary.
Part II What Organisations Can Do.
Chapter 4: Organisational Design.
Aligned to the previous environment.
Dealing with the next decades.
Successful organisations in very challenging environments.
Executive Summary.
Chapter 5: Renewal.
Measuring renewal.
Firms' self-perceived weaknesses.
Hurdles to innovation.
Foxes and Hedgehogs: their roles in renewal.
The double-cone: a framework for Foxes and Hedgehogs.
Executive Summary.
Chapter 6: The Importance of Purpose.
Clarity of purpose.
Senior management and the Board.
Leadership.
Competence.
Setting a purpose.
Executive Summary.
Chapter 7: Five Qualities for Renewal.
The journey and destination.
Values.
Narrative.
Insight.
Generating Options.
Machinery.
Executive Summary.
Chapter 8: The Structure of Renewal.
Organisational change.
The Three Ring Circus.
Linking the Three Ring Circus.
Executive Summary.
Chapter 9: Managing Renewal.
Getting going.
Evolution of a PS-RO.
Managing a PS-RO system.
What about the workers?
The diagnostic tool.
Executive Summary.
Part III A Toolkit for Purposeful Renewal.
Chapter 10: Values.
Core Values.
The origins of Values.
Aligning your Values with a PS-RO.
Unlocking extraordinary competence.
Measuring behaviours.
Legacy.
Executive Summary.
Chapter 11: Insight.
Scenarios as a source of Insight.
Relationship of Insight to the other PS-RO qualities.
Methods for developing Insight.
Horizon scanning.
Forecasting as part of Insight.
The scenario process.
Describing the organisation.
Audit of exposure to risks.
Practical aspects of gathering Insight.
Quantifying scenarios.
Insight and the Three Ring Circus.
Executive Summary.
Chapter 12: Generating Options.
The Options journey.
Innovation.
Changing the portfolio.
Executive Summary.
Chapter 13: Narrative.
What is a Narrative?
The individual Narrative.
The organisational Narrative.
Developing organisational Narrative.
Executive Summary.
Chapter 14: Machinery.
Renewal.
The formal planning system: the role of the Three Ring Circus.
Five interlocking parts in the Machinery.
The '95'organisation.
The '99'organisation.
Groups.
Executive Summary.
Conclusion: A Purposeful Self-Renewing Organisation.
Endnotes.
Index.
