Embracing the black swan : how resilient organizations survive and thrive in the face of geopolitical and macroeconomic risks

Embracing the black swan : how resilient organizations survive and thrive in the face of geopolitical and macroeconomic risks / Khalil Dindarian.

Our world is becoming ever more complex. Among the geopolitical and macroeconomic issues currently facing mankind, with serious ramifications for our future, are digitalization and technology, climate change, and globalization. Political upheaval, wars, natural disasters, economic recessions, and pa...

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Bibliographic Details
Main Author: Dindarian, Khalil (Author)
Format: eBook
Language:English
Published: Cham, Switzerland : Springer, [2023]
Series:Future of business and finance.
Subjects:
Organizational resilience.
Financial risk management.
Financial risk management
Organizational resilience
Online Access:Click for online access
Table of 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

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