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This book takes a fresh and critical look at the leading sources of global risk — terrorism, disease, crime, poverty, environmental damage and others — and sets out a practical way to respond far better than we have to each risk area.Drawing from his state-of-the-art knowledge of global strategy as applied in the business world, the author provides analysis, insight, realistic strategies, and hope for a better way forward. His foresight has already been demonstrated. Early in the year 2000, he wrote: “Sadly, the history of mass terrorism is just about to be written. … Even the US is no longer a safe haven from foreign or local terrorists. … US policing has done little to limit the operations of terrorist Osama bin Laden. … The vulnerability of large government and civilian buildings and even military targets has also contributed to an increase in the scale of potential harm.”Without a more informed set of strategies and better global leadership, the catastrophe of 9/11 will only be a forerunner of many more disasters in the future. We can do much better. This important book shows us how.
This book takes a fresh and critical look at the leading sources of global risk ? terrorism, disease, crime, poverty, environmental damage and others ? and sets out a practical way to respond far better than we have to each risk area.Drawing from his state-of-the-art knowledge of global strategy as applied in the business world, the author provides analysis, insight, realistic strategies, and hope for a better way forward. His foresight has already been demonstrated. Early in the year 2000, he wrote: ?Sadly, the history of mass terrorism is just about to be written. ? Even the US is no longer a safe haven from foreign or local terrorists. ? US policing has done little to limit the operations of terrorist Osama bin Laden. ? The vulnerability of large government and civilian buildings and even military targets has also contributed to an increase in the scale of potential harm.?Without a more informed set of strategies and better global leadership, the catastrophe of 9/11 will only be a forerunner of many more disasters in the future. We can do much better. This important book shows us how.
Modern risk management as practiced today faces significant obstacles—we argue—primarily due to the fundamental premise of the concept itself. It asserts that we are mainly dealing with measurable, quantifiable risks and that we can manage the uncontrollable by relying on formal control-based systems, which has produced a general view that (enterprise) risk management is a technical-scientific discipline. Strategic Risk Leadership offers a critique of the status quo, and encourages leaders, executives, and chief risk officers to find fresh approaches that can help them deal more proactively with what the future may hold. The book provides an overview of the history of risk management and current risk governance approaches as prescribed by leading risk management standards, such as COSO and ISO31000. This enables practitioners to challenge the frameworks and improve their adoption in practice introducing sustainable resilience as a (more) meaningful response to uncertain and unknowable conditions. The book shows how traditional thinking downplays the significance of human behavior and judgmental biases as key elements of major organizational exposures illustrated and explained through numerous case examples and studies. This book is essential reading for strategic risk managers to understand the requirements for effective risk governance practices in the contemporary and rapidly changing global risk landscape. Indeed, it is a valuable resource for all risk executives, leaders, and chief risk officers, as well as advanced students of risk management.
"Prevention is the ultimate approach to reducing the burden of all kinds of disease, and the greatest potential for success lies in early life. What happens during early critical periods of life can determine our longevity and our risk of disease decades later. In other words: how well we start life will determine how well we finish it. Dr. Susan Prescott, a pediatrician internationally recognised for her work in disease prevention through healthier lifestyles, takes us on a journey of health, beginning from the first moments of life, revealing how adverse conditions during the important stages of our development can have a far more profound effect on our body structures, functions and even our developing behaviours. She draws on the latest research to explain how early life conditions determine our biological reserve, our capacity to deal with life's challenges, and how many of the consequences may not appear until much later in life. Covering a broad range of topics including obesity, diabetes, heart disease, cancer, allergy, arthritis and mental health, she shows how improving conditions in early life is critical for long-term health and longevity, and in prevention of adverse conditions"--Page 4 of cover.
This book investigates key issues facing leaders in increasingly complex decision-making environments as a result of globalization. It presents a synthesis and interpretation of academic research in multiple disciplines and integrates it into a practical approach that is readily useable by leaders in government, corporations, and civil society.
This casebook extends Strategic Risk Leadership: Engaging a World of Risk, Uncertainty and the Unknown, bringing theory and practice grounded in the first book to life with an array of applicable, real-world examples. The book enables critical thinking about the current state of risk management and ERM, demonstrating contemporary shortcomings and challenges from real-life cases drawn from a global selection of well-known organizations. It confronts modern risk management practices and discusses what leaders should do to deal with unpredictable environments. Providing a basis for developing more effective risk management approaches, the book identifies shortcomings of contemporary approaches to risk management and specifies how to deal with the major risks we face today, illuminated by a variety of comprehensive global examples. It also provides valuable insights on these approaches for managers and leaders in general—including risk executives and chief risk officers—as well as advanced risk management students. End-of-chapter cases illustrate both good and bad risk management approaches as useful inspiration for reflective risk leaders. This book will be a hugely valuable resource for those studying or teaching risk management.
This casebook extends Strategic Risk Leadership: Engaging a World of Risk, Uncertainty and the Unknown, bringing theory and practice grounded in the first book to life with an array of applicable, real-world examples. The book enables critical thinking about the current state of risk management and ERM, demonstrating contemporary shortcomings and challenges from real-life cases drawn from a global selection of well-known organizations. It confronts modern risk management practices and discusses what leaders should do to deal with unpredictable environments. Providing a basis for developing more effective risk management approaches, the book identifies shortcomings of contemporary approaches to risk management and specifies how to deal with the major risks we face today, illuminated by a variety of comprehensive global examples. It also provides valuable insights on these approaches for managers and leaders in general—including risk executives and chief risk officers—as well as advanced risk management students. End-of-chapter cases illustrate both good and bad risk management approaches as useful inspiration for reflective risk leaders. This book will be a hugely valuable resource for those studying or teaching risk management.
Two world-renowned strategists detail the seven leadership imperatives for transforming companies in the new digital era. Digital transformation is critical. But winning in today's world requires more than digitization. It requires understanding that the nature of competitive advantage has shifted—and that being digital is not enough. In Beyond Digital, Paul Leinwand and Matt Mani from Strategy&, PwC's global strategy consulting business, take readers inside twelve companies and how they have navigated through this monumental shift: from Philips's reinvention from a broad conglomerate to a focused health technology player, to Cleveland Clinic's engagement with its broader ecosystem to improve and expand its leading patient care to more locations around the world, to Microsoft's overhaul of its global commercial business to drive customer outcomes. Other case studies include Adobe, Citigroup, Eli Lilly, Hitachi, Honeywell, Inditex, Komatsu, STC Pay, and Titan. Building on a major new body of research, the authors identify the seven imperatives that leaders must follow as the digital age continues to evolve: Reimagine your company's place in the world Embrace and create value via ecosystems Build a system of privileged insights with your customers Make your organization outcome-oriented Invert the focus of your leadership team Reinvent the social contract with your people Disrupt your own leadership approach Together, these seven imperatives comprise a playbook for how leaders can define a bolder purpose and transform their organizations.
Grand strategy integrates military, political, and economic means to pursue states ultimate objectives in the international system. American grand strategy had been in a state of ux prior to 2001, as containment of the Soviet Union gave way to a wider range of apparently lesser challenges. The 9/11 attacks on the Pentagon and the World Trade towers, however, transformed the grand strategy debate and led to a sweeping reevaluation of American security policy. It may still be too early to expect this reevaluation to have produced a complete or nal response to 9/11 policies as complex as national grand strategy do not change overnight. But after 3 years of sustained debate and adaptation, it is reasonable to ask what this process has produced so far, and how well the results to date serve American interests.