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Informationen zum Autor Gilbert Probst is Managing Director, Leadership Office and Academic Affairs, and Dean of the Global Leadership Fellows programme at the World Economic Forum. He is also a full professor for Organisational Behaviour and Management and co-director of the Executive MBA programme at HEC, University of Geneva, Switzerland. He has a PhD as well as habilitation in business administration from the University of St Gallen, Switzerland. As a visiting faculty member, Professor Probst taught at the Wharton School of the University of Pennsylvania, Philadelphia, as well as at the International Management Institute (IMI, merged into IMD) in Geneva. He also served as the president of the board of Swiss Top Executive Training (SKU), the Swiss Board Institute and as a member of the board of the Swiss Management Society. He is the founder of the Geneva Knowledge Forum as well as CORE (Center for Organizational Excellence) at the Universities of St Gallen and Geneva, and the Strategic Knowledge Group, Zürich. He is an award-winning author of several books, papers and cases and has served as a board member and consultant for several companies. Dr Andrea M. Bassi is the founder and CEO of KnowlEdge Srl, a consulting company exploring socio-economic and environmental complexity to inform decision making for sustainability. He is also an Extraordinary Professor at Stellenbosch University in South Africa. In his work Dr Bassi is a project leader and researcher with over 10 years of experience supporting more than 20 governments, several international organisations and business leaders primarily on (1) green economy and green growth strategies, (2) action plans for resilience and risk mitigation, and (3) sustainable development planning. Dr Bassi's strengths lie primarily in the use of modeling and research techniques that focus on systemic analysis. He was a Director at Millennium Institute, and has worked across disciplines with the Danish National Environmental Research Institute and the Los Alamos National Laboratory. Dr Bassi holds a PhD and M.Phil in System Dynamics from the University of Bergen, Norway, and a MSc in Business and Economics from LIUC, Italy. Klappentext This book provides a novel systems-thinking approach to solving complex problems in socio-political and business environments. It is a must-read for any leader or strategist looking for real-world solutions to policy challenges. Zusammenfassung This book provides a novel systems-thinking approach to solving complex problems in socio-political and business environments. It is a must-read for any leader or strategist looking for real-world solutions to policy challenges. Inhaltsverzeichnis ForewordPaul Polman,?EO of Unilever; Vice-Chairman (and next Chairman), WBCSDForewordKlaus Schwab,?ounder and Executive Chairman, World Economic Forum? Introduction2. Case study: why a systemic approach matters3. Phase 1: Problem identificationCase study 1: Problem identification with systems thinking: the creation of the Ethiopia Commodity ExchangeCase study 2: Representing and analysing dynamic complexity to design effective policies: fossil fuel subsidy reform5. Phase 3: Strategy / Policy assessmentCase study 3 Reducing risks and maximising profits with systemic strategy assessment: Nestl? Phase 4: Decision-making and implementationCase study 4 Multi-stakeholder decision-making in relief operations: the Agility CSR programme7. Phase 5: Monitoring and evaluationCase study 5 Monitoring managers' commitment: Deutsche Bank8. ConclusionsAnnex: Overview of key toolsReferences?/P>...
List of contents
ForewordPaul Polman, CEO of Unilever; Vice-Chairman (and next Chairman), WBCSDForewordKlaus Schwab, Founder and Executive Chairman, World Economic Forum 1. Introduction2. Case study: why a systemic approach matters3. Phase 1: Problem identificationCase study 1: Problem identification with systems thinking: the creation of the Ethiopia Commodity ExchangeCase study 2: Representing and analysing dynamic complexity to design effective policies: fossil fuel subsidy reform5. Phase 3: Strategy / Policy assessmentCase study 3 Reducing risks and maximising profits with systemic strategy assessment: Nestlé6. Phase 4: Decision-making and implementationCase study 4 Multi-stakeholder decision-making in relief operations: the Agility CSR programme7. Phase 5: Monitoring and evaluationCase study 5 Monitoring managers' commitment: Deutsche Bank8. ConclusionsAnnex: Overview of key toolsReferences
