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 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 RingCircus. Five interlocking parts in the Machinery. The '95'organisation. The '99'organisation. Groups. Executive Summary. Conclusion: A Purposeful Self-Renewing Organisation. Endnotes. Index.
Gill Ringland is CEO and a Fellow of SAMI Consulting, whichhelps organisations make robust decisions in uncertain times.Previously, she was head of corporate strategy at ICL (now part ofFujitsu). She is the author of several highly-regarded books onscenarios including Scenarios in Business, Scenarios in PublicPolicy, Scenario Planning, and Scenarios in Marketing. Oliver Sparrow directs the Challenge Network, a group ofsenior strategic consultants. He spent two decades with Shell,chiefly in strategic planning, public affairs and new ventures. Hehas also directed a public-private sector strategic partnership outof the Royal Institute of International Affairs. He is well knownas a speaker and thinker on policy at national and internationallevels. Patricia Lustig is a Visiting Executive Fellow at HenleyBusiness School, where she specialises in leadership development,change management and organisational performance enhancement. Sheis also a member of the organisational development faculty at theCIPD, where she runs their scenario planning course. She previouslyworked as a Senior Organisational Development Adviser and TeamLeader at BP and at Motorola. All three authors are senior members of SAMI Consulting.
a potentially life-changingbook one that prompts the examination of every layer of hisorganisation s functions (Gulf Business,June 2010). This book is devised as a recessionantidote: a guide to how to thrive in difficulttimes. (Strategy magazine, October2010). BeyondCrisis will help leaders to create an organisation competent toinnovate and prosper amid uncertainty. (HealthService Journal, November 2010). 'Thebook will help leaders to create an organisation competent toinnovate and prosper amongst uncertainty . (managers.org.uk, February2011).