Beyond Crisis (ePub)

Preface. 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

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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