Showing papers in "The Antidote in 1999"
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TL;DR: In this paper, the impact of catastrophes on shareholder value is not strongly influenced by the existence of catastrophe insurance, but that a catastrophe puts the spotlight directly on management's ability to handle a crisis.
Abstract: States the impact of catastrophes on shareholder value is not strongly influenced by the existence of catastrophe insurance, but that a catastrophe puts the spotlight directly on management's ability to handle a crisis. Uses a Table of cases studied with regard to catastrophe effects and also uses 3 Figures showing differences between recoverers and non‐recoverers; and also Union Carbide after Bhopal; plus PanAm after Lockerbie. Concludes large numbers of fatalities, along with issues about management's responsibility for the accident or attendant safety lapses, are significant factors differentiating non‐recoverers.
102 citations
TL;DR: This paper investigated the stages that precede a disaster, switching the emphasis from the role of the emergency services to the responsibilities of management and concluded that in modern times disasters arising from unknown or unsuspected sources are very rare but depend on information being correctly assessed.
Abstract: Investigates the stages that precede a disaster, switching the emphasis from the role of the emergency services to the responsibilities of management Investigates three UK disasters: the collapsing colliery tip at the Welsh village of Aberfan in 1966; a collision at an automatic railway crossing at Hixon in England in 1968, between a large road transporter, carrying a transformer, and a train; and a fire at Summerland holiday leisure complex on the Isle of Man — all these events included large loss of life Concludes that in modern times disasters arising from unknown or unsuspected sources are very rare but depend on information being correctly assessed
16 citations
TL;DR: In this paper, the authors present different methodologies for managing alternative futures: intuitive logic, trend impact analysis, and cross-impact analysis (CFA) and give in-depth examples and explanations of each one of the alternative futures.
Abstract: States there are there different methodologies for managing alternative futures: intuitive logic; trend‐impact analysis; and cross‐impact analysis. Goes on to give in‐depth examples and explanations of each one of the alternative futures. Concludes many industry associations and some strategy oriented organizations and institutions, produce generic scenarios, but that managers have to recognize scenario processes.
13 citations
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TL;DR: In this article, the authors claim that IT managers avoid admitting there is a problem until it is too late and that the Y2K problem does not allow for late starters in the area.
Abstract: Catalogues, that, since 1995‐96 Y2K projects methodology has been developed and widely adopted and covers the following stages: awareness; assessment; inventory and analysis; planning and scheduling; renovation or remediation; validation through internal testing; implementation; and final validation through external testing. States that may IT managers avoid admitting there is a problem until it is too late and that the Y2K problem does not allow for late starters in the area.
8 citations
TL;DR: In this article, the authors present 20 common pitfalls regarding scenario planning and divide them into two parts: process; and content, using a shaded box to highlight other things to watch out for.
Abstract: Lists 20 common pitfalls regarding scenario planning and divides them into 2 parts: process; and content. Uses a shaded box to highlight other things to watch out for — these number 7 in total. Concludes the list is a very valid one and should be taken note of.
5 citations
TL;DR: The authors argues that industrial crisis cannot be dealt with at the level of single organizations as ultimately it is the economic and cultural environments inside and outside an organization that play crucial roles in preventing disasters.
Abstract: Reckons that industrial crises are triggered by events which are specific and identifiable, and which damage the environment, property, even life. Acknowledges trigger events are most unlikely to occur, often preceded by warning signs indicating problems — but these are frequently ignored because of the perceived unlikelihood of a disaster. Uses a Table, depicting a model of industrial crises, for added emphasis. Argues that industrial crisis cannot be dealt with at the level of single organizations as ultimately it is the economic and cultural environments inside and outside an organization that play crucial roles in preventing disasters.
5 citations
TL;DR: In this article, the authors suggest that credit areas of not only developing nations, but also such as Japanese corporations, who trade with Western banks, could be at risk, and include a checklist, for financial directors to consider, in a highlighted box.
Abstract: States that many Y2K budgets are still being adjusted upwards by many companies, and organizations. Looks at: interest rates; capital security; and credit terms. Posits that credit areas of, not only developing nations, but also such as Japanese corporations, who trade with Western banks, could be at risk. Includes a checklist, for financial directors to consider, in a highlighted box.
5 citations
TL;DR: Looks at some key features of the viable systems model (VSM) and its application, which has been extensively applied to the diagnosis and design of organizations for management purposes.
Abstract: Looks at some key features of the viable systems model (VSM) and its application, which has been extensively applied to the diagnosis and design of organizations for management purposes. Uses highlighted boxes explaining: cybernetics; VSM; and application. Spotlights a Figure of the VSM model as identified by cybernetics expert Stafford Beer.
4 citations
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TL;DR: In this paper, the authors focus on other management failures that can result in corporate demise, e.g. through a sudden loss of market share, and highlight three crisis phrases: crisis of management, crisis point, and crisis fallout.
Abstract: Seeks to develop understanding of how to avert, or manage and recover from, crises. Tries to widen the view to include other management failures that can result in corporate demise, e.g. through a sudden loss of market share. Highlights three crisis phrases: crisis of management; crisis point; and crisis fall‐out. Concludes a way of identifying crisis‐prone organizations must be found — although rising managerial awareness of the issues should help — complacency among senior managers remains the biggest danger.
3 citations
TL;DR: In this article, the authors acknowledge that risk-based auditing is still in its formative stages and so identification of best practice is an inexact science, but there are three important trends: from control based to risk based auditing; use of scenario planning; and understanding that risks apply to soft assets.
Abstract: Reflects on how organizations that are acknowledged leaders in the field of risk management, have achieved pre‐eminent positions. Acknowledges risk‐based auditing is still in its formative stages and so identification of best practice is an inexact science — but there are three important trends: from control‐based to risk‐based auditing; use of scenario planning; and understanding that risks apply to soft assets. Uses a Table for extra emphasis and explanation.
3 citations
TL;DR: The authors identified seven types of crisis that managers face, these range from natural disasters to technology failure and encompass crises provoked by external confrontation or direct acts of malevolence, and concluded senior management (managers at all levels and in all disciplines) need to be aware of potential problems to enable prevention or mitigation of such crises.
Abstract: Identifies seven types of crises that managers face, these range from natural disasters to technology failure and encompass crises provoked by external confrontation or direct acts of malevolence. Lists out seven types of crisis: natural disasters; technological disasters; crises of confrontation; acts of malevolence; misplaced management values; acts of deception; and management misconduct. Concludes senior management (managers at all levels and in all disciplines) need to be aware of potential problems to enable prevention or mitigation of such crises.
TL;DR: Discusses that the difference between disaster recovery and business continuity management is mostly one of scope and the disaster recovery end of the spectrum is characterized by a focus on technology‐based problems triggered by external factors.
Abstract: Discusses that the difference between disaster recovery and business continuity management is mostly one of scope and the disaster recovery end of the spectrum is characterized by a focus on technology‐based problems (e.g. computing), triggered by external factors (natural disasters, bombs, etc.). Employs a Figure highlighting planning for business continuity in context. Stresses disaster recovery is concerned with getting back online following a crisis but that it is important people do not become complacent because of knowledge of a plan of recovery.
TL;DR: In this article, the Y2K bug may provide one of the most valuable insights into the implications of chaos theory in business and management to date, arguing that the future is unknown and it would be unwise to assume the next 18 months will be business as usual.
Abstract: Looks at chase theory ‐ the unpredictable yet creative behavioural nature of complex systems. States the Y2K bug may provide one of the most valuable insights into the implications of chaos theory in business and management to date. Looks at chaos theory in brief with discovery, choice and action and both negative and positive feedback. Uses 2 Tables to show sources of tension and Stacey's control parameters in relation to Y2K. Concludes complexity theory argues that the future is unknowable and it would be unwise to assume the next 18 months will be business as usual.
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TL;DR: In this article, a deluge of material has been written outlining the potential legal risks, much of it alarmist, about the Y2K problem, which is not legal advice, which should be obtained from the qualified legal authorities.
Abstract: Relates that a deluge of material has been written outlining the potential legal risks, much of it alarmist, about the Y2K problem. Gives much information about current law but does quantify this is not legal advice, which should be obtained from the qualified legal authorities. Uses highlighted panels to explain various important areas such as: lawyer's bonanza; insurance; and dispute management. Closes with a caution about seeking the correct legal advice for each individual organization as to where it stands in the scheme of things.
TL;DR: In this paper, the authors discuss the year 2000 (Y2K) problem and the lack of real knowledge about what may or may not happen during the Y2K period.
Abstract: Discusses the year 2000 (Y2K) problem and the lack of real knowledge about what may or may not happen. States IT aspects of the problem are the only ones with any real focus, as management thinking tends to be scarce ‐ reasoning that awareness and understanding vary widely among managers. Avoids too much speculation and includes a Table of Y2K economic scenarios to aid understanding.
TL;DR: In this paper, the case of Encyclopaedia Britannica and its problems, plus the effects of being launched free on the Web is discussed, and how the information economy has grown and continues to flourish.
Abstract: Argues managers would be fooled if they thought that the basic rules of economics had changed suddenly — an understanding is needed of how they apply in an information economy. Highlights, in a shaded box, the case of Encyclopaedia Britannica and its problems, plus the effects of being launched free on the Web — on the first day there were ten million hits! Looks at how the information economy has grown and continues to flourish — and any possible future effects.
TL;DR: In this article, the authors discuss the digital economy and its spectacular take-off despite varying views from experts over the previous four years, and determine that e-commerce and e-business are having an impact on all sectors of the economy.
Abstract: Discusses the digital economy and its spectacular take‐off despite varying views from experts over the previous 4 years. Posits the digital economy is now part of everyday life and business must be managed accordingly. States the development of e‐commerce and e‐business has been so fast that track records, proven experience, detailed research and considered answers are hard to come by. Determines that e‐commerce and e‐business are having an impact on all sectors of the economy.
TL;DR: In this article, some main ideas from Mintzberg's synthesis of research based on his book ‘Structure in Fives: Designing Effective Organizations’ are reviewed. But they are not discussed in detail.
Abstract: Reviews some main ideas from Mintzberg's synthesis of research based on his book ‘Structure in Fives: Designing Effective Organizations’. Posits there are five co‐ordinating mechanisms: mutual adjustment; direct supervision; work process standardization; output standardization; and skill and knowledge standardization. Makes much of the extravagant use of Figures, adding extra emphasis. Concludes that an organization cannot be all things to all people, suffering the consequences if it does not do what it should do well.
TL;DR: In this article, the authors propose three steps for achieving a successful e-business design: self-diagnosis, reversing the value chain, and choosing a narrow focus, and conclude that change is much more fundamental than that.
Abstract: Points out that strategic managers already face enormous pressures to get everything right in terms of cost, quality, and customer satisfaction and supply chain issues. Suggests three steps for achieving a successful e‐business design: self‐diagnosis; reversing the value chain; and choosing a narrow focus. Concludes if e‐business is the way of the future, change is much more fundamental than that.
TL;DR: The Micro Compact Car (MCC) as mentioned in this paper is a joint venture between German carmaker Mercedes-Benz and Swiss watchmaker SMH (maker of Swatch and Longine), aimed at the younger adult market.
Abstract: Covers the Micro Compact Car (MCC) a joint venture between German carmaker Mercedes‐Benz and Swiss watchmaker SMH (maker of Swatch and Longine), aimed at the younger adult market. Describes modules, developments, partner co‐operation and production. Chronicles how, in October 1998, the ‘smart’ city coupe went on sale in nine European countries.
TL;DR: Weighs up embedded systems (devices used to control, monitor or assist the operation of equipment, machinery or plant‐embedded, signifying they are an integral part of that equipment), which may use between 20‐100 chips that could be affected by the millennium bug.
Abstract: Weighs up embedded systems (devices used to control, monitor or assist the operation of equipment, machinery or plant‐embedded, signifying they are an integral part of that equipment), which may use between 20‐100 chips that could be affected by the millennium bug. Demonstrates, using Figures, embedded systems and IT ‐ different effort profiles and vendor response. Looks at implications and consequences if the embedded system problem is not addressed.
TL;DR: It is stressed that scenario methodologies come into three categories, which are: intuitive logic; trend‐impact analysis; and cross-impact analysis, and that it is worth persevering to reach best outcomes.
Abstract: Weighs up the word scenario and its use in modern business. Emphasizes that scenario methodologies come into three categories, which are: intuitive logic; trend‐impact analysis; and cross‐impact analysis. States scenarios used in exercise situations depend on the intended use, and budget and that, even so, it is worth persevering to reach best outcomes.
TL;DR: The authors highlights six main requirements for success in e-business design: customer relationships management, selling chain management, enterprise resource planning; supply chain management; e-procurement; and knowledge management applications.
Abstract: Looks at how large business has introduced enterprise resource planning (ERP) which is designed to connect and integrate such diverse areas as manufacturing, finance, inventory and order management plus human resources. Posits ERP will particularly be needed to migrate to e‐business. Highlights six main requirements for success in e‐business design: customer relationships management; selling chain management; enterprise resource planning; supply chain management; e‐procurement; and knowledge management applications.
TL;DR: In this paper, the main points for organizations are organizational design, turbulence, metaflexibility, and organizational design for managing change and continuity in a dynamic management environment. But they are not mutually exclusive.
Abstract: Contends organizations need some possibilities to enable change to survive or exploit shifts and terms of their environments. Highlights, in a panel, the flexibility main points for organizations and uses a Table and Figures for extra explanatory information. States there are three basic flexibilities produced by dynamic management capabilities: organizational design; turbulence; and metaflexibility. Spotlights, in another panel, flexibility changes at KLM Cargo. Notes many organizations combine several of the above methods of pursuing change and continuity ‐ but they are not mutually exclusive.
TL;DR: In this paper, the authors discuss other companies that have made wrong decisions and discuss them in depth, using a Figure to emphasize the relationship between scenario content and managerial response, and show how the founder of Digital Equipment Corporation, Ken Olsen, who wrongly predicted that PCs would never be in individual's homes was proved wrong.
Abstract: States many organizations are forced to rely on personally held, often idiosyncratic, views regarding the future. Looks at how the founder of Digital Equipment Corporation, Ken Olsen, who wrongly predicted that PCs would never be in individual's homes was proved wrong! Investigates other companies that have also made wrong decisions and discusses them in depth. Uses a Figure to emphasize the relationship between scenario content and managerial response.
TL;DR: In this article, the authors argue that the virtual organization is a creature of the mind and not so much a concrete, easily identifiable type of organization as it is a management perspective or framework.
Abstract: Argues that the virtual organization is a creature of the mind ‐ not so much a concrete, easily identifiable type of organization ‐ as it is a management perspective or framework. Contends the imaginary organization (IO) has much in common with federations, where members cede some of its autonomy to a greater whole. Looks at typical forms of IO, based on research and consulting experience. Figures add depth to the arguments. Stresses the IO leader must take the lead in developing shared infrastructures and systems, protocols for customer relations, and investment in involvees.