Embracing the Black swan : how resilient organizations survive and thrive in the face of geopolitical and macroeconomic risks / Khalil Dindarian.
Dindarian, Khalil.
2023
HD58.9
Available Online

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Title Embracing the Black swan : how resilient organizations survive and thrive in the face of geopolitical and macroeconomic risks / Khalil Dindarian.
Author Dindarian, Khalil.
ISBN 9783031293443 (electronic bk.)
3031293444 (electronic bk.)
3031293436
9783031293436
DOI https://doi.org/10.1007/978-3-031-29344-3
Imprint Cham, Switzerland : Springer, 2023.
Language English
Description 1 online resource
Other Standard Identifiers 10.1007/978-3-031-29344-3 doi
Call Number HD58.9
Dewey Decimal Classification 658.406
Summary 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 pandemics, have all had massive negative impacts on our society. In this new world, various governmental and organizational decisionmakers including managers, international agencies, NGOs, political leaders, economists, science & technology innovators, and medical professionals must all learn to anticipate and deal with these emergent risks, the integration of which, along with the management of black swan events, has assumed paramount importance. This is the huge challenge now facing us. This book, aimed at both academics and practitioners, shows how a framework for resilience can be created to help modern organizations to not only survive but to thrive. The author considers some of the organizations and bodies that can be said to be highly resilient and examines how Resilience Thinking affects different disciplines and environments. He addresses the question of how resilience works and how it is applied in practice. The relationship between resilience and other knowledge areas such as complexity theory, strategy, and risk management from both top-down and bottom-up perspectives is examined. Situations are identified where there is a particular need for resilience, and an overview of the best ways of implementing a resilience process is offered. .
Access Note Access limited to authorized users.
Source of Description Description based on print version record.
Series Future of business and finance.
Available in Other Form Print version: 9783031293436
Linked Resources Online Access
Record Appears in Online Resources > Ebooks
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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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