Rupert Pennant–Rea, former editor of the Economist, Deputy Governor of the Bank of England
"′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."
Sir David Brown, former CEO, Motorola UK
"Beyond Crisis 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."
Professor Richard David Hames, Dhurakilpundit University, Founding Director Asian Foresight Institute
"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 & Lusting provide a clear description of the way that leaders need to think in this new reality. In doing so, they give us hope."
Estelle Clark, Business Assurance Director, Lloyds Register
The next decade will present organisational challenges on an unprecedented scale.
Beyond Crisis 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.
This is a welcome dose of clarity in uncertain times.
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.
Chapter 2: The New Operating Environment.
Economic development and social interactions.
Communications, science and technology.
Resource and other systemic challenges.
Chapter 3: What Lies Ahead?
The short term.
The medium term.
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.
Chapter 5: Renewal.
Firms′ self–perceived weaknesses.
Hurdles to innovation.
Foxes and Hedgehogs: their roles in renewal.
The double–cone: a framework for Foxes and Hedgehogs.
Chapter 6: The Importance of Purpose.
Clarity of purpose.
Senior management and the Board.
Setting a purpose.
Chapter 7: Five Qualities for Renewal.
The journey and destination.
Chapter 8: The Structure of Renewal.
The Three Ring Circus.
Linking the Three Ring Circus.
Chapter 9: Managing Renewal.
Evolution of a PS–RO.
Managing a PS–RO system.
What about the workers?
The diagnostic tool.
Part III A Toolkit for Purposeful Renewal.
Chapter 10: Values.
The origins of Values.
Aligning your Values with a PS–RO.
Unlocking extraordinary competence.
Chapter 11: Insight.
Scenarios as a source of Insight.
Relationship of Insight to the other PS–RO qualities.
Methods for developing Insight.
Forecasting as part of Insight.
The scenario process.
Describing the organisation.
Audit of exposure to risks.
Practical aspects of gathering Insight.
Insight and the Three Ring Circus.
Chapter 12: Generating Options.
The Options journey.
Changing the portfolio.
Chapter 13: Narrative.
What is a Narrative?
The individual Narrative.
The organisational Narrative.
Developing organisational Narrative.
Chapter 14: Machinery.
The formal planning system: the role of the Three Ring Circus.
Five interlocking parts in the Machinery.
Conclusion: A Purposeful Self–Renewing Organisation.
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.