{"product_id":"beyond-crisis-isbn-9780470685778","title":"Beyond Crisis","description":"\"If 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.\"\u003cbr\u003e —\u003cb\u003eRupert Pennant-Rea, former editor of the Economist, Deputy Governor of the Bank of England\u003c\/b\u003e  \u003cp\u003e\"'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.\"\u003cbr\u003e —\u003cb\u003eSir David Brown, former Chairman, Motorola UK\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\"\u003ci\u003eBeyond Crisis\u003c\/i\u003e 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.\"\u003cbr\u003e —\u003cb\u003eProfessor Richard David Hames, Dhurakilpundit University, Founding Director Asian Foresight Institute\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\"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 \u0026amp; Lusting provide a clear description of the way that leaders need to think in this new reality. In doing so, they give us hope.\"\u003cbr\u003e —\u003cb\u003eEstelle Clark, Business Assurance Director, Lloyds Register\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe next decade will present organisational challenges on an unprecedented scale.\u003c\/p\u003e \u003cp\u003e\u003ci\u003eBeyond Crisis\u003c\/i\u003e 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.\u003c\/p\u003e \u003cp\u003eThis is a welcome dose of clarity in uncertain times.\u003c\/p\u003e  Preface.  \u003cp\u003eAcknowledgements.\u003c\/p\u003e \u003cp\u003eIntroduction.\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart I What Happened?\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 1: A Short History of the Crisis.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe roots of the financial crisis.\u003c\/p\u003e \u003cp\u003eThe role of the financial sector.\u003c\/p\u003e \u003cp\u003ePersonal, corporate and government debt.\u003c\/p\u003e \u003cp\u003eExecutive Summary.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2: The New Operating Environment.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDemographics.\u003c\/p\u003e \u003cp\u003eEconomic development and social interactions.\u003c\/p\u003e \u003cp\u003eCommunications, science and technology.\u003c\/p\u003e \u003cp\u003eResource and other systemic challenges.\u003c\/p\u003e \u003cp\u003eExecutive Summary.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 3: What Lies Ahead?\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe short term.\u003c\/p\u003e \u003cp\u003eThe medium term.\u003c\/p\u003e \u003cp\u003eLonger-term scenarios.\u003c\/p\u003e \u003cp\u003eExecutive Summary.\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart II What Organisations Can Do.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 4: Organisational Design.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAligned to the previous environment.\u003c\/p\u003e \u003cp\u003eDealing with the next decades.\u003c\/p\u003e \u003cp\u003eSuccessful organisations in very challenging environments.\u003c\/p\u003e \u003cp\u003eExecutive Summary.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 5: Renewal.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eMeasuring renewal.\u003c\/p\u003e \u003cp\u003eFirms' self-perceived weaknesses.\u003c\/p\u003e \u003cp\u003eHurdles to innovation.\u003c\/p\u003e \u003cp\u003eFoxes and Hedgehogs: their roles in renewal.\u003c\/p\u003e \u003cp\u003eThe double-cone: a framework for Foxes and Hedgehogs.\u003c\/p\u003e \u003cp\u003eExecutive Summary.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 6: The Importance of Purpose.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eClarity of purpose.\u003c\/p\u003e \u003cp\u003eSenior management and the Board.\u003c\/p\u003e \u003cp\u003eLeadership.\u003c\/p\u003e \u003cp\u003eCompetence.\u003c\/p\u003e \u003cp\u003eSetting a purpose.\u003c\/p\u003e \u003cp\u003eExecutive Summary.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 7: Five Qualities for Renewal.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe journey and destination.\u003c\/p\u003e \u003cp\u003eValues.\u003c\/p\u003e \u003cp\u003eNarrative.\u003c\/p\u003e \u003cp\u003eInsight.\u003c\/p\u003e \u003cp\u003eGenerating Options.\u003c\/p\u003e \u003cp\u003eMachinery.\u003c\/p\u003e \u003cp\u003eExecutive Summary.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 8: The Structure of Renewal.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eOrganisational change.\u003c\/p\u003e \u003cp\u003eThe Three Ring Circus.\u003c\/p\u003e \u003cp\u003eLinking the Three Ring Circus.\u003c\/p\u003e \u003cp\u003eExecutive Summary.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 9: Managing Renewal.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eGetting going.\u003c\/p\u003e \u003cp\u003eEvolution of a PS-RO.\u003c\/p\u003e \u003cp\u003eManaging a PS-RO system.\u003c\/p\u003e \u003cp\u003eWhat about the workers?\u003c\/p\u003e \u003cp\u003eThe diagnostic tool.\u003c\/p\u003e \u003cp\u003eExecutive Summary.\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart III A Toolkit for Purposeful Renewal.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 10: Values.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCore Values.\u003c\/p\u003e \u003cp\u003eThe origins of Values.\u003c\/p\u003e \u003cp\u003eAligning your Values with a PS-RO.\u003c\/p\u003e \u003cp\u003eUnlocking extraordinary competence.\u003c\/p\u003e \u003cp\u003eMeasuring behaviours.\u003c\/p\u003e \u003cp\u003eLegacy.\u003c\/p\u003e \u003cp\u003eExecutive Summary.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 11: Insight.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eScenarios as a source of Insight.\u003c\/p\u003e \u003cp\u003eRelationship of Insight to the other PS-RO qualities.\u003c\/p\u003e \u003cp\u003eMethods for developing Insight.\u003c\/p\u003e \u003cp\u003eHorizon scanning.\u003c\/p\u003e \u003cp\u003eForecasting as part of Insight.\u003c\/p\u003e \u003cp\u003eThe scenario process.\u003c\/p\u003e \u003cp\u003eDescribing the organisation.\u003c\/p\u003e \u003cp\u003eAudit of exposure to risks.\u003c\/p\u003e \u003cp\u003ePractical aspects of gathering Insight.\u003c\/p\u003e \u003cp\u003eQuantifying scenarios.\u003c\/p\u003e \u003cp\u003eInsight and the Three Ring Circus.\u003c\/p\u003e \u003cp\u003eExecutive Summary.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 12: Generating Options.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Options journey.\u003c\/p\u003e \u003cp\u003eInnovation.\u003c\/p\u003e \u003cp\u003eChanging the portfolio.\u003c\/p\u003e \u003cp\u003eExecutive Summary.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 13: Narrative.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhat is a Narrative?\u003c\/p\u003e \u003cp\u003eThe individual Narrative.\u003c\/p\u003e \u003cp\u003eThe organisational Narrative.\u003c\/p\u003e \u003cp\u003eDeveloping organisational Narrative.\u003c\/p\u003e \u003cp\u003eExecutive Summary.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 14: Machinery.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eRenewal.\u003c\/p\u003e \u003cp\u003eThe formal planning system: the role of the Three Ring Circus.\u003c\/p\u003e \u003cp\u003eFive interlocking parts in the Machinery.\u003c\/p\u003e \u003cp\u003eThe '95'organisation.\u003c\/p\u003e \u003cp\u003eThe '99'organisation.\u003c\/p\u003e \u003cp\u003eGroups.\u003c\/p\u003e \u003cp\u003eExecutive Summary.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eConclusion: A Purposeful Self-Renewing Organisation.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eEndnotes.\u003c\/p\u003e \u003cp\u003eIndex.\u003c\/p\u003e \u003cp\u003e\"... a potentially life-changing book ... one that prompts the examination of every layer of his organisation's functions....\" (\u003ci\u003eGulf Business,\u003c\/i\u003e June 2010)\u003c\/p\u003e \u003cp\u003e\"This book is devised as a recession antidote: a guide to how to thrive in difficult times.\" (\u003ci\u003eStrategy\u003c\/i\u003e magazine, October 2010)\u003c\/p\u003e \u003cp\u003e\"\u003ci\u003eBeyond Crisis\u003c\/i\u003e will help leaders to create an organisation competent to innovate and prosper amid uncertainty.\" (\u003ci\u003eHealth Service Journal,\u003c\/i\u003e November 2010)\u003c\/p\u003e \u003cp\u003e\"The book will help leaders to create an organisation competent to innovate and prosper amongst uncertainty.\" (\u003ci\u003emanagers.org.uk,\u003c\/i\u003e February 2011)\u003c\/p\u003e  \u003cb\u003eGill Ringland\u003c\/b\u003e is CEO and a Fellow of SAMI Consulting, which helps organisations make robust decisions in uncertain times. Previously, she was head of corporate strategy at ICL (now part of Fujitsu). She is the author of several highly-regarded books on scenarios including \u003ci\u003eScenarios in Business, Scenarios in Public Policy, Scenario Planning,\u003c\/i\u003e and \u003ci\u003eScenarios in Marketing.\u003c\/i\u003e  \u003cp\u003e\u003cb\u003eOliver Sparrow\u003c\/b\u003e directs the Challenge Network, a group of senior strategic consultants. He spent two decades with Shell, chiefly in strategic planning, public affairs and new ventures. He has also directed a public-private sector strategic partnership out of the Royal Institute of International Affairs. He is well known as a speaker and thinker on policy at national and international levels.\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePatricia Lustig\u003c\/b\u003e is a Visiting Executive Fellow at Henley Business School, where she specialises in leadership development, change management and organisational performance enhancement. She is also a member of the organisational development faculty at the CIPD, where she runs their scenario planning course. She previously worked as a Senior Organisational Development Adviser and Team Leader at BP and at Motorola.\u003cbr\u003e All three authors are senior members of SAMI Consulting.\u003c\/p\u003e  \u003ci\u003eBeyond Crisis\u003c\/i\u003e is an indispensible guide to how organisations can thrive in turbulent times.  \u003cp\u003ePacked with tools and practical suggestions, the book shows how you can:\u003c\/p\u003e \u003cul\u003e \u003cli\u003eHave clarity about your goals\u003c\/li\u003e \u003cli\u003eFeel the legitimacy to act\u003c\/li\u003e \u003cli\u003eGet beyond cost control, performance and budgets\u003c\/li\u003e \u003cli\u003eEngage in purposeful renewal\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003eThe authors map out the crisis and upheaval caused by debt, demographics, technology and new ways of thinking and behaving. They also provide a wealth of practical tools, designed to work in any type of organisation, for testing your capabilities and renewing your thinking.\u003c\/p\u003e \u003cp\u003eThere will be no return to business as usual.\u003c\/p\u003e  \"If 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.\"\u003cbr\u003e —\u003cb\u003eRupert Pennant-Rea, former editor of the Economist, Deputy Governor of the Bank of England\u003c\/b\u003e  \u003cp\u003e\"'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.\"\u003cbr\u003e —\u003cb\u003eSir David Brown, former CEO, Motorola UK\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\"\u003ci\u003eBeyond Crisis\u003c\/i\u003e 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.\"\u003cbr\u003e —\u003cb\u003eProfessor Richard David Hames, Dhurakilpundit University, Founding Director Asian Foresight Institute\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\"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 \u0026amp; Lusting provide a clear description of the way that leaders need to think in this new reality. In doing so, they give us hope.\"\u003cbr\u003e —\u003cb\u003eEstelle Clark, Business Assurance Director, Lloyds Register\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe next decade will present organisational challenges on an unprecedented scale.\u003c\/p\u003e \u003cp\u003e\u003ci\u003eBeyond Crisis\u003c\/i\u003e 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.\u003c\/p\u003e \u003cp\u003eThis is a welcome dose of clarity in uncertain times.\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47988806058213,"sku":"NP9780470685778","price":38.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9780470685778.jpg?v=1761781663","url":"https:\/\/k12savings.com\/products\/beyond-crisis-isbn-9780470685778","provider":"K12savings","version":"1.0","type":"link"}