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Taken from the Handbook of Business Strategy, this briefing will bring you up-to-date on issues of reputational management, the use of scenarios in risk analysis and practical ways with which to protect your business assets against nature and terrorism.
Articles:
Business maneuver: exploiting speed and surprise as key elements
This paper describes a paradigm shift in military thinking and its practical application for business strategists - it describes the concept of maneuver theory.
Originally published in the Handbook of Business Strategy; Volume 6 Issue 1, 2005
How to protect your assets against acts of nature and terrorism
This article discusses how building owners, corporate project teams and architects and engineers all can take measures to improve safety of occupants and contents of a building against potential blasts or explosions. There are three broad categories of countermeasures: deterrence, set back, and hardening.
Originally published in the Handbook of Business Strategy; Volume 6 Issue 1, 2005
Reputational management: ignore at your own peril
Of a company’s most valuable assets, its reputation is among the hardest to build and the easiest to lose. Reputation is also no longer merely a question of brand image and visibility, or “looking good” while dealing with major corporate crises. The other side of reputation is about protecting against the loss of the valuable intangible assets that companies build up over time.
Originally published in the Handbook of Business Strategy; Volume 6 Issue 1, 2005
Risk, uncertainty and probabilistic decision making in an increasingly volatile world
This article aims to ascertain the extent to which probabilistic decision making can enable managers to make crucial decisions in a world of uncertainty associated with globalization.
Originally published in the Handbook of Business Strategy; Volume 6 Issue 1, 2005
Strategic resilience: staying ahead of a crisis
Imagine a world without turnarounds – just well-managed companies. Strategic exploration is the means to achieving strategic resilience. But how can senior managers build organizations where strategic exploration is the rule rather than the exception?
Originally published in the Handbook of Business Strategy; Volume 6 Issue 1, 2005
Strategy in the context of uncertainty
This paper challenges the assumption of discoverable order inherent in most approaches to strategy. A false dichotomy between order and chaos is removed by the introduction of a third system type, namely a complex system. It is argued that different types of systems require different ways of knowing and acting, and a set of rules for decision making.
Originally published in the Handbook of Business Strategy; Volume 6 Issue 1, 2005
Use of scenarios in strategic and political risk analyses
Over the next 10 to 15 years, the international system (and corporations) will have to adjust to changing power relationships in key regions. These have the potential to provide discontinuities greater in impact than the end of the Cold War...
Originally published in the Handbook of Business Strategy; Volume 6 Issue 1, 2005
