Description

Book Synopsis

"a fresh, thorough and practicable book for anyone who wants to sharpen their macroeconomic judgment, structured in an easily accessible and insightful manner. It offers an invaluable framework to better understand growth, the financial sector and the key trends shaping the global economy." — Financial Times

An essential new guide to navigating macroeconomic risk.

The shocks and crises of recent years—pandemic, recession, inflation, war—have forced executives and investors to recognize that the macroeconomy is now a risk to be actively managed. Yet unreliable forecasting, pervasive doomsaying, and whipsawing data severely hamper the task of decoding the landscape. Are disruptions transient and ephemeral—or permanent and structural? False alarms are costly traps, but so are true structural changes that go undetected.

How can leaders avoid these macro traps to make better tactical and strategic decisions?

In

Shocks Crises and False Alarms

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£23.75

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RRP £25.00 – you save £1.25 (5%)

Order before 4pm today for delivery by Sat 21 Mar 2026.

A Hardback by Paul Swartz

4 in stock


    View other formats and editions of Shocks Crises and False Alarms by Paul Swartz

    Publisher: Harvard Business Review Press
    Publication Date: 1/9/2024
    ISBN13: 9781647825409, 978-1647825409
    ISBN10: 1647825407
    Also in:
    Finance and the finance industry

    Description

    Book Synopsis

    "a fresh, thorough and practicable book for anyone who wants to sharpen their macroeconomic judgment, structured in an easily accessible and insightful manner. It offers an invaluable framework to better understand growth, the financial sector and the key trends shaping the global economy." — Financial Times

    An essential new guide to navigating macroeconomic risk.

    The shocks and crises of recent years—pandemic, recession, inflation, war—have forced executives and investors to recognize that the macroeconomy is now a risk to be actively managed. Yet unreliable forecasting, pervasive doomsaying, and whipsawing data severely hamper the task of decoding the landscape. Are disruptions transient and ephemeral—or permanent and structural? False alarms are costly traps, but so are true structural changes that go undetected.

    How can leaders avoid these macro traps to make better tactical and strategic decisions?

    In

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