Beyond Crisis: Achieving Renewal in a Turbulent World

Overview

The next decade will present organisational challenges on an unprecedented scale.

Beyond Crisis shows how you can build a 'purposeful self-renewing organisation' which will survive and succeed in the midst of this chaos. The book discusses how financial and economic crisis has blighted organisations in every sector, and then provides a range of tools and future scenarios for diagnosing problems and creating solutions.

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Overview

The next decade will present organisational challenges on an unprecedented scale.

Beyond Crisis shows how you can build a 'purposeful self-renewing organisation' which will survive and succeed in the midst of this chaos. The book discusses how financial and economic crisis has blighted organisations in every sector, and then provides a range of tools and future scenarios for diagnosing problems and creating solutions.

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Product Details

  • ISBN-13: 9780470685778
  • Publisher: Wiley
  • Publication date: 5/17/2010
  • Edition number: 1
  • Pages: 346
  • Product dimensions: 5.82 (w) x 8.80 (h) x 0.96 (d)

Meet the Author

Gill Ringland 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 Scenarios in Business, Scenarios in Public Policy, Scenario Planning, and Scenarios in Marketing.

Oliver Sparrow 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.

Patricia Lustig 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.
All three authors are senior members of SAMI Consulting.

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Table of Contents

Preface xiii

Acknowledgements xvii

Introduction 1

Part I What Happened? 13

Chapter 1 A Short History of the Crisis 15

The roots of the financial crisis 15

The role of the financial sector 18

Personal, corporate and government debt 23

Executive Summary 28

Chapter 2 The New Operating Environment 29

Demographics 29

Economic development and social interactions 32

Communications, science and technology 39

Resource and other systemic challenges 40

Executive Summary 42

Chapter 3 What Lies Ahead? 43

The short term 43

The medium term 45

Longer-term scenarios 51

Executive Summary 57

Part II What Organisations Can Do 59

Chapter 4 Organisational Design 61

Aligned to the previous environment 61

Dealing with the next decades 67

Successful organisations in very challenging environments 69

Executive Summary 74

Chapter 5 Renewal 77

Measuring renewal 77

Firms' self-perceived weaknesses 80

Hurdles to innovation 82

Foxes and Hedgehogs: their roles in renewal 86

The double-cone: a framework for Foxes and Hedgehogs 90

Executive Summary 93

Chapter 6 The Importance of Purpose 95

Clarity of purpose 95

Senior management and the Board 96

Leadership 98

Competence 101

Setting a purpose 103

Executive Summary 106

Chapter 7 Five Qualities for Renewal 107

The journey and destination 107

Values 108

Narrative 111

Insight 115

Generating Options 117

Machinery 119

Executive Summary 121

Chapter 8 The Structure of Renewal 123

Organisational change 123

The Three Ring Circus 124

Linking the Three Ring Circus 128

Executive Summary 132

Chapter 9 Managing Renewal 133

Getting going 133

Evolution of a PS-RO 137

Managing a PS-RO system 139

What about the workers? 141

The diagnostic tool 144

Executive Summary 145

Part III A Toolkit for Purposeful Renewal 147

Chapter 10 Values 149

Core Values 150

The origins of Values 155

Aligning your Values with a PS-RO 157

Unlocking extraordinary competence 162

Measuring behaviours 166

Legacy 173

Executive Summary 173

Chapter 11 Insight 175

Scenarios as a source of Insight 176

Relationship of Insight to the other PS-RO qualities 177

Methods for developing Insight 178

Horizon scanning 179

Forecasting as part of Insight 182

The scenario process 186

Describing the organisation 190

Audit of exposure to risks 193

Practical aspects of gathering Insight 202

Quantifying scenarios 208

Insight and the Three Ring Circus 209

Executive Summary 212

Chapter 12 Generating Options 213

The Options journey 215

Innovation 218

Changing the portfolio 228

Executive Summary 235

Chapter 13 Narrative 237

What is a Narrative? 239

The individual Narrative 245

The organisational Narrative 249

Developing organisational Narrative 255

Executive Summary 261

Chapter 14 Machinery 263

Renewal 264

The formal planning system: the role of the Three Ring Circus 265

Five interlocking parts in the Machinery 273

The '95' organisation 287

The '99' organisation 289

Groups 292

Executive Summary 298

Conclusion: A Purposeful Self-Renewing Organisation 299

Endnotes 305

Index 317

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