Crisis Management

 

Global Table Conversation #4: Charles Irvine on Our Big Opportunity

The Covid-19 crisis has brought massive disruption to over half the globe's population, and considerably more of the global economy. It has devastated lives through the ill-health and lost lives it has incurred, and it has isolated and incarcerated millions of families and individuals. But it has also been a time to stop, reflect and re-evaluate what is important in our lives. These realisations have led to conversations around the world and a growing determination that after the crisis passes, we must not allow the world to return to its pre-crisis state.

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Global Table Conversation #2: Krishna Thapa and Alice Bromage

Subscriber only Content - 'Conversations from around the Global Table' are participative online events, where we bring  guests who have different perspectives on the world, through their cultural background or work and life experiences, to share some stories and thinking with us. Audience members are able to directly ask questions of the guest and share reflections on the discussion with everyone listening. All subscribers to Ideas for Leaders are invited to join the sessions.

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Prof Ranga Ramanujam on Leading in Volatile and Uncertain TImes

At times of uncertainty and volatility people look for tangible, believable, leadership—and today we are living in unprecedented times that will truly test organizational leadership to the full.

The current Covid-19 crisis and the inevitable economic turbulence that will follow are bound to set extraordinary challenges for business leaders―both in managing the unpredictable day-to-day and in setting strategy for the future.

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Transforming Nokia

Book Published: November 2018
  • Leadership & Change
  • Boards Roles Responsibilities
Authors: Risto Siilasmaa

Nokia is well-known as the company that spectacularly lost its dominant position as a mobile phone manufacturer by failing to recognize the change that Apple’s iPhone brought to the market. Along with Kodak and Blockbuster it is frequently cited as one of the great corporate failures of the digital age. But unlike Kodak and Blockbuster, Nokia has resurrected and reinvented itself - as one of the top players in the global digital communications infrastructure market. The company is a very different one to what it was….but then it started out making wood pulp in 1865, before going into...

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Survive and Thrive

Book Published: August 2017
  • Leadership & Change
  • CSR & Governance
Authors: Edited by Joshua S. Gans and Sarah Kaplan

According to Murphy's law: "Anything that can go wrong will go wrong."

Murphy’s adage is one every business leader needs to keep at the back of their mind. Self-inflicted threats such as IT meltdowns, employee discrimination law suits and budget overspend are common-place; as are external threats to reputation via social media and to market position from disruptive innovation. What’s more, sometimes disasters happen that can threaten the very survival of the business.

The key is to anticipate potential threats and to be ready with effective responses. That is the premise of...

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"Then Out Spake Brave Horatius…" Horatius Cocles Leads the Romans in Battle against the Etruscans, Tommaso Minardi, early to mid 1800’s

Crisis Communication: Emphasize the Positive

Idea posted: March 2017
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

People are more open to messages that fit their motivational impulses, such as the tendency to avoid risk or the desire to achieve stretch goals. New research reveals that this rule of thumb does not apply to times of crises, when, no matter your usual motivational tendencies, positive goal-oriented messages prevail.

Idea #649
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Jean Charles de Menezes, memorial plaque at Stockwell Station, London (Source: Wikimedia Commons)

Bad Framing Leads to Bad Decisions and Bad (Even Fatal) Actions

Idea posted: October 2015
  • Strategy
  • Leadership & Change
  • Learning & Behaviour

Decision makers must frame or ‘make sense’ of events and situations, and then make their decisions accordingly. A groundbreaking analysis of an innocent civilian’s tragic shooting by anti-terrorist police reveals how groups of individuals commit, through the interaction of communication, emotions and material cues, to a single, common frame — in this case an erroneous frame. It is a cautionary tale for leaders and other decision makers, exposing how errors or assumptions can cascade into a complete misunderstanding of situations.

Idea #563
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Who We Call and Why in Uncertain Situations

Idea posted: July 2015
  • Leadership & Change
  • Learning & Behaviour

When facing uncertain situations of threat or opportunity, people will call on their contacts to help them meet the threat or take advantage of the opportunity. New research shows that how many contacts they call can be influenced by such factors as their rank in the organization, whether they have an internal or external locus of control, and the type of threat or opportunity that the uncertainty represents.

Idea #529
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The Arctic Expedition - the Crow’s Nest. Cover illustration (detail) for The Graphic, May 1875, by Samuel Edmund Waller

Does Your Organization Need a Chief External Officer?

Idea posted: April 2014
  • CSR & Governance
  • Finance
  • Leadership & Change
  • Marketing
  • Operations

Many large organizations face challenges in managing the demands of external non-market environments — political and social aspects of their working environment. This Idea suggests the creation of a chief external officer and gives some guidance on how to ensure their success.

Idea #362
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President Eisenhower signing of HR7786, June 1, 1954, this ceremony changed Armistice Day to Veterans Day (Source: Wikimedia Commons)

Do Soldiers Make Good CEOs?

Idea posted: March 2014
  • Leadership & Change

CEOs with past military experience are more likely to pursue more conservative corporate policies (particularly those related to finance and investment), are less likely to be involved in fraud, and are in a better position to guide a company during crises or industry downturns, according to new research based on 25 years of corporate data.

Idea #337
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