Chapters and the authors
You can find biographies of the three authors of Beyond Crisis here:
The chapter list
Introduction
How will the world be different over the next decades?
Organisations in a challenging world
A Purposeful Self-Renewing Organisation
How is all of this to be put in place?
Executive Summary
Chapter 1: A Short History of the Crisis
The financial 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
Chapter 4: Organisational design
Aligned to the previous environment
Dealing with the next decades
Successful organisations in very challenging environments
Executive summary
Chapter 5: The Foxes and Hedgehogs of 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
Introduction
Clarity of purpose
Senior management and the Board
Leadership
Competence
Setting a purpose
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
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
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 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 the organisational narrative
Executive summary
Chapter 14: Machinery
Introduction
Renewal
The formal planning system: the role of the Three Ring Circus
Five cogs in the Machinery
The “95” organisation
The “99” organisation
Groups
Executive summary
Conclusion: a Purposeful Self-Renewing Organisation
Additional sources of help
The authors |
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| Gill Ringland |  |
Gill Ringland's career has spanned academic and industrial worlds. She is a past Member of SRC’s Computing Science Committee and of Council of the Economic and Social Research Council. She has been CEO and a Fellow of SAMI Consulting since 2002. A longer biography is available from their web site. |
| Oliver Sparrow |  |
Oliver Sparrow spent twenty years in Shell, chiefly around strategic planning and external relations. He was a director at the Royal Institute for International Affairs, Chatham House for five years, and now runs a number of start-up companies and ventures, from gold mines to waste recycling, tourism to energy. He is director of the Challenge Network, which specialises in addressing complex or long-range issues. A longer biography is available from their web site. |
| Patricia Lustig |  |
Patricia Lustig is a Visiting Fellow at Henley Management College and Principal Consultant of LASA Development UK Ltd, an international consultancy group specialising in Leadership development and organisational performance enhancement. She is an Principal of SAMI Consulting. She is a member of the OD Faculty at CIPD, running their Scenario Planning course. Her most recent corporate role was with BP where she was a Senior Advisor in OD and led a team of OD specialists. She has also worked for Motorola ECID and Management Centre Europe. |
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