Embracing the Black Swan: How Resilient Organizations Survive and Thrive in the Face of Geopolitical and Macroeconomic Risks
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Cham
Springer International Publishing AG
2023
|
| Ausgabe: | 1st ed |
| Schriftenreihe: | Future of Business and Finance Series
|
| Online-Zugang: | DE-2070s |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (244 Seiten) |
| ISBN: | 9783031293443 |
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| 505 | 8 | |a Intro -- Disclaimer -- Preface -- Why do we need a new book about Resilience? -- Acknowledgments -- Introduction -- Why do we need to understand the concept of 'Enterprise Resilience'? -- References -- Contents -- Abbreviations -- List of Figures -- List of Tables -- Part I: Embedding Complexity Thinking in the Decision-making Process -- 1: Prologue -- 1.1 The Following Questions Will Be Addressed in this Book -- References -- 2: Strategy -- 2.1 Qualifying Enterprise Resilience as a Strategic Objective -- 2.2 Qualifying ERM as a Strategic Decision-Making Property -- 2.3 Strategy and Structure -- 2.4 Strategy Formulation -- 2.5 Strategic Decision-Making Levels -- References -- 3: Resilience -- 3.1 Resilience, Complexity, Uncertainty and Risk -- 3.2 Resilience and Business Continuity -- 3.3 Organizational Resilience -- 3.4 Operational Resilience -- 3.5 Supply-Chain Resilience -- 3.6 Information Resilience -- 3.7 ERM -v- Resilience -- 3.8 Analysis of Resilience -- References -- 4: Complexity -- 4.1 Complicated -v- Complex Systems -- 4.2 Natural and Artificial Systems -- 4.3 Social, Technical, and Socio-Technical Systems -- 4.4 Complex Adaptive Systems -- 4.5 Manufacturing and Product Complexity -- 4.5.1 Complexity in Technology Development and Application -- 4.6 Cost of Complexity -- 4.7 Complexity -v- Product Variant Cost -- 4.8 Complexity Cost -v- Complexity Reduction -- 4.9 Complexity Cost -v- Outsourcing -- 4.10 Complexity Cost -v- Modularization -- 4.11 Complexity Cost -v- Platform Strategy -- 4.12 Complexity Cost -v- Lifecycle Engineering -- 4.13 Complexity Cost -v- Economic and Accounting Cost -- 4.14 Complexity Cost -v- Productivity -- 4.15 Complexity Cost -v- Supply Chain -- 4.16 Projects and Project Management Complexity -- 4.17 Project Stakeholder Complexity -- 4.18 Characteristics of Project Complexity -- References | |
| 505 | 8 | |a 5: Enterprise Risk Management -- 5.1 Need for Enterprise Risk Management -- 5.2 ERM Frameworks -- 5.3 The ERM Process -- 5.4 ERM -v- Enterprise Resilience -- 5.5 ERM Analysis -- References -- 6: Building the Conceptual Enterprise Resilience Framework -- 6.1 Points Worth Noting -- 6.2 Resilience and Strategic Management -- 6.3 Resilience and Decision-Making -- 6.3.1 Resilience and Complexity -- 6.4 Resilience, Risk and Uncertainty -- 6.5 Enterprise Resilience -- 6.6 The Enterprise Resilience Framework Concept -- 6.7 Embedding Complexity Thinking into ERM -- Reference -- Part II: Case Studies and the Enterprise Resilience Framework -- 7: Case Study I: Delivery of a Complex Railway Programme -- 7.1 British Rail: The Oldest Rail Network in the World -- 7.2 UK Government: Department for Transport (DfT) -- 7.2.1 Complexity of the DfT Organization -- 7.3 Rail Franchising -- 7.4 The TransPennine Express Programme -- 7.5 Rolling Stock Order -- 7.6 Train Requirements -- 7.6.1 Railway Group Standards -- 7.6.2 Requirement Summary -- 7.6.3 Specifications -- 7.7 Railway Vehicle Specifications in the UK -- 7.8 Train Concept and Specifications -- 7.8.1 Rolling Stock Design: Vehicle Concept -- 7.8.1.1 Interior Equipment -- 7.8.2 Design Energy Consumption and Product Life Cycle -- 7.8.3 Design and Concept of Monitoring and Safety -- 7.8.4 Train Manufacture and Assembly -- 7.8.5 Mechanical System -- 7.8.6 Car Body -- 7.9 Commissioning and Delivery -- 7.10 Maintenance and Servicing -- 7.11 Delivery of a Complex Portfolio -- References -- 8: Case-Study Analysis -- 8.1 Quantitative Analysis -- 8.2 Process Complexity -- 8.3 Organizational Complexity -- 8.4 Environmental Complexity -- 8.5 Technological Complexity -- 8.6 Qualitative Analysis -- 8.6.1 Complexity of the Project Business -- 8.6.2 Definition of Project Complexity -- 8.6.3 Assessment of Project Complexity | |
| 505 | 8 | |a 8.6.4 Complexity and Project Performance -- 8.6.5 Complexity Factors -- 8.6.6 Identifying Complexity Factors -- 8.6.7 Dealing with Complexity -- 8.6.8 Project Complexity during the Project Execution Lifecycle -- 8.6.9 Individual Perceptions of Project Complexity -- 8.6.10 Practitioner Knowledge of Complexity -- 8.6.11 Technological Complexity -- 8.6.12 Summary of Technological Complexity -- 8.6.13 Organizational Complexity -- 8.6.14 Summary of Organizational Complexity -- 8.6.15 Environmental Complexity -- 8.6.16 Summary of Environmental Complexity -- 8.6.17 Process Complexity -- 8.6.18 Summary of Process Complexity -- 8.7 The POET Complexity Framework -- Reference -- 9: Case Study II Enterprise Risk Management -- 9.1 The ERM General Governance Process -- 10: Development of Enterprise Resilience Framework (ERF) -- 10.1 Theoretical Background -- 10.1.1 Effective Emergent Strategies, Characterized by Resilience -- 10.1.2 Emergence: A Characteristic of Complexity -- 10.2 Governing Complexity and Building Resilience -- 10.3 Building Resilience at Strategic Level -- 10.3.1 Risk Ownership and Overseeing Risk Management -- 10.3.2 Dealing with 'Black Swan' Risks -- 10.3.3 Organizational Resilience -- 10.4 Resilience Framework -- 10.5 Embedding Complexity Thinking into ERM Processes -- References -- 11: Conclusions -- 11.1 Research Contribution to Academic Knowledge and to Practice -- 12: How Recognizable Is the Black Swan? -- References -- Part III: Geopolitical and Macroeconomic Systems -- Introduction -- 13: Demographics, Education and Employment Dynamics -- 13.1 World Population and Demographics -- 13.1.1 Motives for Migration -- 13.1.2 Regional Migration -- 13.1.3 International Migration -- 13.1.4 Safety and Security -- 13.1.5 Personal Security -- 13.1.6 Digital Security -- 13.1.7 Healthcare and Medical Solutions -- 13.1.8 Resilience in Healthcare | |
| 505 | 8 | |a 13.1.9 Complexity in Specialized Healthcare Systems -- 13.1.10 The Case of Germany: How Resilient Is the Healthcare System? -- 13.2 Work and Employment -- 13.3 Education -- 13.3.1 Quality Education -- Reference -- 14: Earth's Resources: The Challenges -- 14.1 Natural Resources -- 14.2 Energy Resources -- 14.3 Water and Food Sources -- 15: The Changing Nature of Politics, Globalization and Business -- 15.1 Politics -- 15.1.1 Geography and Politics -- 15.1.2 Expansion in Western Europe: Growing Complexity through Geopolitics and Macroeconomics -- 15.2 Globalization -- 15.3 Economy and Commerce -- 15.4 Industry -- 15.4.1 Information and Communication Technology (ICT) -- 15.4.2 Mobility and Logistics -- 15.4.3 Technology and Macroeconomics: The Siemens Case -- 15.4.4 Strategic Change -- 15.4.5 Economic Crises and Competitive Advantage -- 15.4.6 Megatrends of the Day -- 15.4.7 Surviving Crises -- 15.4.8 Environment Portfolio -- 15.4.9 Organizational Change -- 15.4.10 Value Creation -- 15.4.11 Mergers and Acquisitions -- References -- 16: So, in a Nutshell, What is Enterprise Resilience? -- 16.1 Demographic Change -- 16.2 Natural Resources -- 16.3 Energy -- 16.4 Water and Food -- 16.5 The World of Work -- 16.6 Education -- 16.7 Economics and Commerce -- 16.8 Financial Markets -- 16.9 World Politics | |
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Datensatz im Suchindex
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| author | Dindarian, Khalil |
| author_facet | Dindarian, Khalil |
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| author_variant | k d kd |
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| bvnumber | BV049876377 |
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| collection | ZDB-30-PQE |
| contents | Intro -- Disclaimer -- Preface -- Why do we need a new book about Resilience? -- Acknowledgments -- Introduction -- Why do we need to understand the concept of 'Enterprise Resilience'? -- References -- Contents -- Abbreviations -- List of Figures -- List of Tables -- Part I: Embedding Complexity Thinking in the Decision-making Process -- 1: Prologue -- 1.1 The Following Questions Will Be Addressed in this Book -- References -- 2: Strategy -- 2.1 Qualifying Enterprise Resilience as a Strategic Objective -- 2.2 Qualifying ERM as a Strategic Decision-Making Property -- 2.3 Strategy and Structure -- 2.4 Strategy Formulation -- 2.5 Strategic Decision-Making Levels -- References -- 3: Resilience -- 3.1 Resilience, Complexity, Uncertainty and Risk -- 3.2 Resilience and Business Continuity -- 3.3 Organizational Resilience -- 3.4 Operational Resilience -- 3.5 Supply-Chain Resilience -- 3.6 Information Resilience -- 3.7 ERM -v- Resilience -- 3.8 Analysis of Resilience -- References -- 4: Complexity -- 4.1 Complicated -v- Complex Systems -- 4.2 Natural and Artificial Systems -- 4.3 Social, Technical, and Socio-Technical Systems -- 4.4 Complex Adaptive Systems -- 4.5 Manufacturing and Product Complexity -- 4.5.1 Complexity in Technology Development and Application -- 4.6 Cost of Complexity -- 4.7 Complexity -v- Product Variant Cost -- 4.8 Complexity Cost -v- Complexity Reduction -- 4.9 Complexity Cost -v- Outsourcing -- 4.10 Complexity Cost -v- Modularization -- 4.11 Complexity Cost -v- Platform Strategy -- 4.12 Complexity Cost -v- Lifecycle Engineering -- 4.13 Complexity Cost -v- Economic and Accounting Cost -- 4.14 Complexity Cost -v- Productivity -- 4.15 Complexity Cost -v- Supply Chain -- 4.16 Projects and Project Management Complexity -- 4.17 Project Stakeholder Complexity -- 4.18 Characteristics of Project Complexity -- References 5: Enterprise Risk Management -- 5.1 Need for Enterprise Risk Management -- 5.2 ERM Frameworks -- 5.3 The ERM Process -- 5.4 ERM -v- Enterprise Resilience -- 5.5 ERM Analysis -- References -- 6: Building the Conceptual Enterprise Resilience Framework -- 6.1 Points Worth Noting -- 6.2 Resilience and Strategic Management -- 6.3 Resilience and Decision-Making -- 6.3.1 Resilience and Complexity -- 6.4 Resilience, Risk and Uncertainty -- 6.5 Enterprise Resilience -- 6.6 The Enterprise Resilience Framework Concept -- 6.7 Embedding Complexity Thinking into ERM -- Reference -- Part II: Case Studies and the Enterprise Resilience Framework -- 7: Case Study I: Delivery of a Complex Railway Programme -- 7.1 British Rail: The Oldest Rail Network in the World -- 7.2 UK Government: Department for Transport (DfT) -- 7.2.1 Complexity of the DfT Organization -- 7.3 Rail Franchising -- 7.4 The TransPennine Express Programme -- 7.5 Rolling Stock Order -- 7.6 Train Requirements -- 7.6.1 Railway Group Standards -- 7.6.2 Requirement Summary -- 7.6.3 Specifications -- 7.7 Railway Vehicle Specifications in the UK -- 7.8 Train Concept and Specifications -- 7.8.1 Rolling Stock Design: Vehicle Concept -- 7.8.1.1 Interior Equipment -- 7.8.2 Design Energy Consumption and Product Life Cycle -- 7.8.3 Design and Concept of Monitoring and Safety -- 7.8.4 Train Manufacture and Assembly -- 7.8.5 Mechanical System -- 7.8.6 Car Body -- 7.9 Commissioning and Delivery -- 7.10 Maintenance and Servicing -- 7.11 Delivery of a Complex Portfolio -- References -- 8: Case-Study Analysis -- 8.1 Quantitative Analysis -- 8.2 Process Complexity -- 8.3 Organizational Complexity -- 8.4 Environmental Complexity -- 8.5 Technological Complexity -- 8.6 Qualitative Analysis -- 8.6.1 Complexity of the Project Business -- 8.6.2 Definition of Project Complexity -- 8.6.3 Assessment of Project Complexity 8.6.4 Complexity and Project Performance -- 8.6.5 Complexity Factors -- 8.6.6 Identifying Complexity Factors -- 8.6.7 Dealing with Complexity -- 8.6.8 Project Complexity during the Project Execution Lifecycle -- 8.6.9 Individual Perceptions of Project Complexity -- 8.6.10 Practitioner Knowledge of Complexity -- 8.6.11 Technological Complexity -- 8.6.12 Summary of Technological Complexity -- 8.6.13 Organizational Complexity -- 8.6.14 Summary of Organizational Complexity -- 8.6.15 Environmental Complexity -- 8.6.16 Summary of Environmental Complexity -- 8.6.17 Process Complexity -- 8.6.18 Summary of Process Complexity -- 8.7 The POET Complexity Framework -- Reference -- 9: Case Study II Enterprise Risk Management -- 9.1 The ERM General Governance Process -- 10: Development of Enterprise Resilience Framework (ERF) -- 10.1 Theoretical Background -- 10.1.1 Effective Emergent Strategies, Characterized by Resilience -- 10.1.2 Emergence: A Characteristic of Complexity -- 10.2 Governing Complexity and Building Resilience -- 10.3 Building Resilience at Strategic Level -- 10.3.1 Risk Ownership and Overseeing Risk Management -- 10.3.2 Dealing with 'Black Swan' Risks -- 10.3.3 Organizational Resilience -- 10.4 Resilience Framework -- 10.5 Embedding Complexity Thinking into ERM Processes -- References -- 11: Conclusions -- 11.1 Research Contribution to Academic Knowledge and to Practice -- 12: How Recognizable Is the Black Swan? -- References -- Part III: Geopolitical and Macroeconomic Systems -- Introduction -- 13: Demographics, Education and Employment Dynamics -- 13.1 World Population and Demographics -- 13.1.1 Motives for Migration -- 13.1.2 Regional Migration -- 13.1.3 International Migration -- 13.1.4 Safety and Security -- 13.1.5 Personal Security -- 13.1.6 Digital Security -- 13.1.7 Healthcare and Medical Solutions -- 13.1.8 Resilience in Healthcare 13.1.9 Complexity in Specialized Healthcare Systems -- 13.1.10 The Case of Germany: How Resilient Is the Healthcare System? -- 13.2 Work and Employment -- 13.3 Education -- 13.3.1 Quality Education -- Reference -- 14: Earth's Resources: The Challenges -- 14.1 Natural Resources -- 14.2 Energy Resources -- 14.3 Water and Food Sources -- 15: The Changing Nature of Politics, Globalization and Business -- 15.1 Politics -- 15.1.1 Geography and Politics -- 15.1.2 Expansion in Western Europe: Growing Complexity through Geopolitics and Macroeconomics -- 15.2 Globalization -- 15.3 Economy and Commerce -- 15.4 Industry -- 15.4.1 Information and Communication Technology (ICT) -- 15.4.2 Mobility and Logistics -- 15.4.3 Technology and Macroeconomics: The Siemens Case -- 15.4.4 Strategic Change -- 15.4.5 Economic Crises and Competitive Advantage -- 15.4.6 Megatrends of the Day -- 15.4.7 Surviving Crises -- 15.4.8 Environment Portfolio -- 15.4.9 Organizational Change -- 15.4.10 Value Creation -- 15.4.11 Mergers and Acquisitions -- References -- 16: So, in a Nutshell, What is Enterprise Resilience? -- 16.1 Demographic Change -- 16.2 Natural Resources -- 16.3 Energy -- 16.4 Water and Food -- 16.5 The World of Work -- 16.6 Education -- 16.7 Economics and Commerce -- 16.8 Financial Markets -- 16.9 World Politics |
| ctrlnum | (ZDB-30-PQE)EBC30670631 (ZDB-30-PAD)EBC30670631 (ZDB-89-EBL)EBL30670631 (OCoLC)1392344356 (DE-599)BVBBV049876377 |
| discipline | Wirtschaftswissenschaften |
| edition | 1st ed |
| format | Electronic eBook |
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References</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">5: Enterprise Risk Management -- 5.1 Need for Enterprise Risk Management -- 5.2 ERM Frameworks -- 5.3 The ERM Process -- 5.4 ERM -v- Enterprise Resilience -- 5.5 ERM Analysis -- References -- 6: Building the Conceptual Enterprise Resilience Framework -- 6.1 Points Worth Noting -- 6.2 Resilience and Strategic Management -- 6.3 Resilience and Decision-Making -- 6.3.1 Resilience and Complexity -- 6.4 Resilience, Risk and Uncertainty -- 6.5 Enterprise Resilience -- 6.6 The Enterprise Resilience Framework Concept -- 6.7 Embedding Complexity Thinking into ERM -- Reference -- Part II: Case Studies and the Enterprise Resilience Framework -- 7: Case Study I: Delivery of a Complex Railway Programme -- 7.1 British Rail: The Oldest Rail Network in the World -- 7.2 UK Government: Department for Transport (DfT) -- 7.2.1 Complexity of the DfT Organization -- 7.3 Rail Franchising -- 7.4 The TransPennine Express 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| id | DE-604.BV049876377 |
| illustrated | Not Illustrated |
| indexdate | 2024-11-05T15:22:20Z |
| institution | BVB |
| isbn | 9783031293443 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-035215827 |
| oclc_num | 1392344356 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (244 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2023 |
| publishDateSearch | 2023 |
| publishDateSort | 2023 |
| publisher | Springer International Publishing AG |
| record_format | marc |
| series2 | Future of Business and Finance Series |
| spelling | Dindarian, Khalil Verfasser aut Embracing the Black Swan How Resilient Organizations Survive and Thrive in the Face of Geopolitical and Macroeconomic Risks 1st ed Cham Springer International Publishing AG 2023 ©2023 1 Online-Ressource (244 Seiten) txt rdacontent c rdamedia cr rdacarrier Future of Business and Finance Series Description based on publisher supplied metadata and other sources Intro -- Disclaimer -- Preface -- Why do we need a new book about Resilience? -- Acknowledgments -- Introduction -- Why do we need to understand the concept of 'Enterprise Resilience'? -- References -- Contents -- Abbreviations -- List of Figures -- List of Tables -- Part I: Embedding Complexity Thinking in the Decision-making Process -- 1: Prologue -- 1.1 The Following Questions Will Be Addressed in this Book -- References -- 2: Strategy -- 2.1 Qualifying Enterprise Resilience as a Strategic Objective -- 2.2 Qualifying ERM as a Strategic Decision-Making Property -- 2.3 Strategy and Structure -- 2.4 Strategy Formulation -- 2.5 Strategic Decision-Making Levels -- References -- 3: Resilience -- 3.1 Resilience, Complexity, Uncertainty and Risk -- 3.2 Resilience and Business Continuity -- 3.3 Organizational Resilience -- 3.4 Operational Resilience -- 3.5 Supply-Chain Resilience -- 3.6 Information Resilience -- 3.7 ERM -v- Resilience -- 3.8 Analysis of Resilience -- References -- 4: Complexity -- 4.1 Complicated -v- Complex Systems -- 4.2 Natural and Artificial Systems -- 4.3 Social, Technical, and Socio-Technical Systems -- 4.4 Complex Adaptive Systems -- 4.5 Manufacturing and Product Complexity -- 4.5.1 Complexity in Technology Development and Application -- 4.6 Cost of Complexity -- 4.7 Complexity -v- Product Variant Cost -- 4.8 Complexity Cost -v- Complexity Reduction -- 4.9 Complexity Cost -v- Outsourcing -- 4.10 Complexity Cost -v- Modularization -- 4.11 Complexity Cost -v- Platform Strategy -- 4.12 Complexity Cost -v- Lifecycle Engineering -- 4.13 Complexity Cost -v- Economic and Accounting Cost -- 4.14 Complexity Cost -v- Productivity -- 4.15 Complexity Cost -v- Supply Chain -- 4.16 Projects and Project Management Complexity -- 4.17 Project Stakeholder Complexity -- 4.18 Characteristics of Project Complexity -- References 5: Enterprise Risk Management -- 5.1 Need for Enterprise Risk Management -- 5.2 ERM Frameworks -- 5.3 The ERM Process -- 5.4 ERM -v- Enterprise Resilience -- 5.5 ERM Analysis -- References -- 6: Building the Conceptual Enterprise Resilience Framework -- 6.1 Points Worth Noting -- 6.2 Resilience and Strategic Management -- 6.3 Resilience and Decision-Making -- 6.3.1 Resilience and Complexity -- 6.4 Resilience, Risk and Uncertainty -- 6.5 Enterprise Resilience -- 6.6 The Enterprise Resilience Framework Concept -- 6.7 Embedding Complexity Thinking into ERM -- Reference -- Part II: Case Studies and the Enterprise Resilience Framework -- 7: Case Study I: Delivery of a Complex Railway Programme -- 7.1 British Rail: The Oldest Rail Network in the World -- 7.2 UK Government: Department for Transport (DfT) -- 7.2.1 Complexity of the DfT Organization -- 7.3 Rail Franchising -- 7.4 The TransPennine Express Programme -- 7.5 Rolling Stock Order -- 7.6 Train Requirements -- 7.6.1 Railway Group Standards -- 7.6.2 Requirement Summary -- 7.6.3 Specifications -- 7.7 Railway Vehicle Specifications in the UK -- 7.8 Train Concept and Specifications -- 7.8.1 Rolling Stock Design: Vehicle Concept -- 7.8.1.1 Interior Equipment -- 7.8.2 Design Energy Consumption and Product Life Cycle -- 7.8.3 Design and Concept of Monitoring and Safety -- 7.8.4 Train Manufacture and Assembly -- 7.8.5 Mechanical System -- 7.8.6 Car Body -- 7.9 Commissioning and Delivery -- 7.10 Maintenance and Servicing -- 7.11 Delivery of a Complex Portfolio -- References -- 8: Case-Study Analysis -- 8.1 Quantitative Analysis -- 8.2 Process Complexity -- 8.3 Organizational Complexity -- 8.4 Environmental Complexity -- 8.5 Technological Complexity -- 8.6 Qualitative Analysis -- 8.6.1 Complexity of the Project Business -- 8.6.2 Definition of Project Complexity -- 8.6.3 Assessment of Project Complexity 8.6.4 Complexity and Project Performance -- 8.6.5 Complexity Factors -- 8.6.6 Identifying Complexity Factors -- 8.6.7 Dealing with Complexity -- 8.6.8 Project Complexity during the Project Execution Lifecycle -- 8.6.9 Individual Perceptions of Project Complexity -- 8.6.10 Practitioner Knowledge of Complexity -- 8.6.11 Technological Complexity -- 8.6.12 Summary of Technological Complexity -- 8.6.13 Organizational Complexity -- 8.6.14 Summary of Organizational Complexity -- 8.6.15 Environmental Complexity -- 8.6.16 Summary of Environmental Complexity -- 8.6.17 Process Complexity -- 8.6.18 Summary of Process Complexity -- 8.7 The POET Complexity Framework -- Reference -- 9: Case Study II Enterprise Risk Management -- 9.1 The ERM General Governance Process -- 10: Development of Enterprise Resilience Framework (ERF) -- 10.1 Theoretical Background -- 10.1.1 Effective Emergent Strategies, Characterized by Resilience -- 10.1.2 Emergence: A Characteristic of Complexity -- 10.2 Governing Complexity and Building Resilience -- 10.3 Building Resilience at Strategic Level -- 10.3.1 Risk Ownership and Overseeing Risk Management -- 10.3.2 Dealing with 'Black Swan' Risks -- 10.3.3 Organizational Resilience -- 10.4 Resilience Framework -- 10.5 Embedding Complexity Thinking into ERM Processes -- References -- 11: Conclusions -- 11.1 Research Contribution to Academic Knowledge and to Practice -- 12: How Recognizable Is the Black Swan? -- References -- Part III: Geopolitical and Macroeconomic Systems -- Introduction -- 13: Demographics, Education and Employment Dynamics -- 13.1 World Population and Demographics -- 13.1.1 Motives for Migration -- 13.1.2 Regional Migration -- 13.1.3 International Migration -- 13.1.4 Safety and Security -- 13.1.5 Personal Security -- 13.1.6 Digital Security -- 13.1.7 Healthcare and Medical Solutions -- 13.1.8 Resilience in Healthcare 13.1.9 Complexity in Specialized Healthcare Systems -- 13.1.10 The Case of Germany: How Resilient Is the Healthcare System? -- 13.2 Work and Employment -- 13.3 Education -- 13.3.1 Quality Education -- Reference -- 14: Earth's Resources: The Challenges -- 14.1 Natural Resources -- 14.2 Energy Resources -- 14.3 Water and Food Sources -- 15: The Changing Nature of Politics, Globalization and Business -- 15.1 Politics -- 15.1.1 Geography and Politics -- 15.1.2 Expansion in Western Europe: Growing Complexity through Geopolitics and Macroeconomics -- 15.2 Globalization -- 15.3 Economy and Commerce -- 15.4 Industry -- 15.4.1 Information and Communication Technology (ICT) -- 15.4.2 Mobility and Logistics -- 15.4.3 Technology and Macroeconomics: The Siemens Case -- 15.4.4 Strategic Change -- 15.4.5 Economic Crises and Competitive Advantage -- 15.4.6 Megatrends of the Day -- 15.4.7 Surviving Crises -- 15.4.8 Environment Portfolio -- 15.4.9 Organizational Change -- 15.4.10 Value Creation -- 15.4.11 Mergers and Acquisitions -- References -- 16: So, in a Nutshell, What is Enterprise Resilience? -- 16.1 Demographic Change -- 16.2 Natural Resources -- 16.3 Energy -- 16.4 Water and Food -- 16.5 The World of Work -- 16.6 Education -- 16.7 Economics and Commerce -- 16.8 Financial Markets -- 16.9 World Politics Erscheint auch als Druck-Ausgabe Dindarian, Khalil Embracing the Black Swan Cham : Springer International Publishing AG,c2023 9783031293436 |
| spellingShingle | Dindarian, Khalil Embracing the Black Swan How Resilient Organizations Survive and Thrive in the Face of Geopolitical and Macroeconomic Risks Intro -- Disclaimer -- Preface -- Why do we need a new book about Resilience? -- Acknowledgments -- Introduction -- Why do we need to understand the concept of 'Enterprise Resilience'? -- References -- Contents -- Abbreviations -- List of Figures -- List of Tables -- Part I: Embedding Complexity Thinking in the Decision-making Process -- 1: Prologue -- 1.1 The Following Questions Will Be Addressed in this Book -- References -- 2: Strategy -- 2.1 Qualifying Enterprise Resilience as a Strategic Objective -- 2.2 Qualifying ERM as a Strategic Decision-Making Property -- 2.3 Strategy and Structure -- 2.4 Strategy Formulation -- 2.5 Strategic Decision-Making Levels -- References -- 3: Resilience -- 3.1 Resilience, Complexity, Uncertainty and Risk -- 3.2 Resilience and Business Continuity -- 3.3 Organizational Resilience -- 3.4 Operational Resilience -- 3.5 Supply-Chain Resilience -- 3.6 Information Resilience -- 3.7 ERM -v- Resilience -- 3.8 Analysis of Resilience -- References -- 4: Complexity -- 4.1 Complicated -v- Complex Systems -- 4.2 Natural and Artificial Systems -- 4.3 Social, Technical, and Socio-Technical Systems -- 4.4 Complex Adaptive Systems -- 4.5 Manufacturing and Product Complexity -- 4.5.1 Complexity in Technology Development and Application -- 4.6 Cost of Complexity -- 4.7 Complexity -v- Product Variant Cost -- 4.8 Complexity Cost -v- Complexity Reduction -- 4.9 Complexity Cost -v- Outsourcing -- 4.10 Complexity Cost -v- Modularization -- 4.11 Complexity Cost -v- Platform Strategy -- 4.12 Complexity Cost -v- Lifecycle Engineering -- 4.13 Complexity Cost -v- Economic and Accounting Cost -- 4.14 Complexity Cost -v- Productivity -- 4.15 Complexity Cost -v- Supply Chain -- 4.16 Projects and Project Management Complexity -- 4.17 Project Stakeholder Complexity -- 4.18 Characteristics of Project Complexity -- References 5: Enterprise Risk Management -- 5.1 Need for Enterprise Risk Management -- 5.2 ERM Frameworks -- 5.3 The ERM Process -- 5.4 ERM -v- Enterprise Resilience -- 5.5 ERM Analysis -- References -- 6: Building the Conceptual Enterprise Resilience Framework -- 6.1 Points Worth Noting -- 6.2 Resilience and Strategic Management -- 6.3 Resilience and Decision-Making -- 6.3.1 Resilience and Complexity -- 6.4 Resilience, Risk and Uncertainty -- 6.5 Enterprise Resilience -- 6.6 The Enterprise Resilience Framework Concept -- 6.7 Embedding Complexity Thinking into ERM -- Reference -- Part II: Case Studies and the Enterprise Resilience Framework -- 7: Case Study I: Delivery of a Complex Railway Programme -- 7.1 British Rail: The Oldest Rail Network in the World -- 7.2 UK Government: Department for Transport (DfT) -- 7.2.1 Complexity of the DfT Organization -- 7.3 Rail Franchising -- 7.4 The TransPennine Express Programme -- 7.5 Rolling Stock Order -- 7.6 Train Requirements -- 7.6.1 Railway Group Standards -- 7.6.2 Requirement Summary -- 7.6.3 Specifications -- 7.7 Railway Vehicle Specifications in the UK -- 7.8 Train Concept and Specifications -- 7.8.1 Rolling Stock Design: Vehicle Concept -- 7.8.1.1 Interior Equipment -- 7.8.2 Design Energy Consumption and Product Life Cycle -- 7.8.3 Design and Concept of Monitoring and Safety -- 7.8.4 Train Manufacture and Assembly -- 7.8.5 Mechanical System -- 7.8.6 Car Body -- 7.9 Commissioning and Delivery -- 7.10 Maintenance and Servicing -- 7.11 Delivery of a Complex Portfolio -- References -- 8: Case-Study Analysis -- 8.1 Quantitative Analysis -- 8.2 Process Complexity -- 8.3 Organizational Complexity -- 8.4 Environmental Complexity -- 8.5 Technological Complexity -- 8.6 Qualitative Analysis -- 8.6.1 Complexity of the Project Business -- 8.6.2 Definition of Project Complexity -- 8.6.3 Assessment of Project Complexity 8.6.4 Complexity and Project Performance -- 8.6.5 Complexity Factors -- 8.6.6 Identifying Complexity Factors -- 8.6.7 Dealing with Complexity -- 8.6.8 Project Complexity during the Project Execution Lifecycle -- 8.6.9 Individual Perceptions of Project Complexity -- 8.6.10 Practitioner Knowledge of Complexity -- 8.6.11 Technological Complexity -- 8.6.12 Summary of Technological Complexity -- 8.6.13 Organizational Complexity -- 8.6.14 Summary of Organizational Complexity -- 8.6.15 Environmental Complexity -- 8.6.16 Summary of Environmental Complexity -- 8.6.17 Process Complexity -- 8.6.18 Summary of Process Complexity -- 8.7 The POET Complexity Framework -- Reference -- 9: Case Study II Enterprise Risk Management -- 9.1 The ERM General Governance Process -- 10: Development of Enterprise Resilience Framework (ERF) -- 10.1 Theoretical Background -- 10.1.1 Effective Emergent Strategies, Characterized by Resilience -- 10.1.2 Emergence: A Characteristic of Complexity -- 10.2 Governing Complexity and Building Resilience -- 10.3 Building Resilience at Strategic Level -- 10.3.1 Risk Ownership and Overseeing Risk Management -- 10.3.2 Dealing with 'Black Swan' Risks -- 10.3.3 Organizational Resilience -- 10.4 Resilience Framework -- 10.5 Embedding Complexity Thinking into ERM Processes -- References -- 11: Conclusions -- 11.1 Research Contribution to Academic Knowledge and to Practice -- 12: How Recognizable Is the Black Swan? -- References -- Part III: Geopolitical and Macroeconomic Systems -- Introduction -- 13: Demographics, Education and Employment Dynamics -- 13.1 World Population and Demographics -- 13.1.1 Motives for Migration -- 13.1.2 Regional Migration -- 13.1.3 International Migration -- 13.1.4 Safety and Security -- 13.1.5 Personal Security -- 13.1.6 Digital Security -- 13.1.7 Healthcare and Medical Solutions -- 13.1.8 Resilience in Healthcare 13.1.9 Complexity in Specialized Healthcare Systems -- 13.1.10 The Case of Germany: How Resilient Is the Healthcare System? -- 13.2 Work and Employment -- 13.3 Education -- 13.3.1 Quality Education -- Reference -- 14: Earth's Resources: The Challenges -- 14.1 Natural Resources -- 14.2 Energy Resources -- 14.3 Water and Food Sources -- 15: The Changing Nature of Politics, Globalization and Business -- 15.1 Politics -- 15.1.1 Geography and Politics -- 15.1.2 Expansion in Western Europe: Growing Complexity through Geopolitics and Macroeconomics -- 15.2 Globalization -- 15.3 Economy and Commerce -- 15.4 Industry -- 15.4.1 Information and Communication Technology (ICT) -- 15.4.2 Mobility and Logistics -- 15.4.3 Technology and Macroeconomics: The Siemens Case -- 15.4.4 Strategic Change -- 15.4.5 Economic Crises and Competitive Advantage -- 15.4.6 Megatrends of the Day -- 15.4.7 Surviving Crises -- 15.4.8 Environment Portfolio -- 15.4.9 Organizational Change -- 15.4.10 Value Creation -- 15.4.11 Mergers and Acquisitions -- References -- 16: So, in a Nutshell, What is Enterprise Resilience? -- 16.1 Demographic Change -- 16.2 Natural Resources -- 16.3 Energy -- 16.4 Water and Food -- 16.5 The World of Work -- 16.6 Education -- 16.7 Economics and Commerce -- 16.8 Financial Markets -- 16.9 World Politics |
| title | Embracing the Black Swan How Resilient Organizations Survive and Thrive in the Face of Geopolitical and Macroeconomic Risks |
| title_auth | Embracing the Black Swan How Resilient Organizations Survive and Thrive in the Face of Geopolitical and Macroeconomic Risks |
| title_exact_search | Embracing the Black Swan How Resilient Organizations Survive and Thrive in the Face of Geopolitical and Macroeconomic Risks |
| title_full | Embracing the Black Swan How Resilient Organizations Survive and Thrive in the Face of Geopolitical and Macroeconomic Risks |
| title_fullStr | Embracing the Black Swan How Resilient Organizations Survive and Thrive in the Face of Geopolitical and Macroeconomic Risks |
| title_full_unstemmed | Embracing the Black Swan How Resilient Organizations Survive and Thrive in the Face of Geopolitical and Macroeconomic Risks |
| title_short | Embracing the Black Swan |
| title_sort | embracing the black swan how resilient organizations survive and thrive in the face of geopolitical and macroeconomic risks |
| title_sub | How Resilient Organizations Survive and Thrive in the Face of Geopolitical and Macroeconomic Risks |
| work_keys_str_mv | AT dindariankhalil embracingtheblackswanhowresilientorganizationssurviveandthriveinthefaceofgeopoliticalandmacroeconomicrisks |