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Crisis Management Best Practice Guide 2011

Business-threatening crises are not restricted to high-profile scandals and incidences such as the News of the World collapse and England’s summer riots. Research shows that there is an 80% chance of a sizeable company losing more than 20% of its value in least one incident during the average five-year tenure of a senior executive. Organisations need to pre-empt crises by employing effective risk management strategies that are aligned with their specific risk appetite, and that are compliant with general and industry-specific obligations to address risk. This Best Practice Guide provides details of the key phases of Crisis Management (Prepare, Manage, Evaluate) and provides hints, tips, industry examples and case studies for readers to consider when contemplating their own organisation’s provision for dealing with crisis. Industry examples of crisis management documents and tools are contained in the appendices along with recommendations for further reading.

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Increasing Efficiency Through Process Re-design

Unfavourable economic conditions, new technologies and changes in buying behaviours are all driving professional service firms to consider the cost-effectiveness of their processes and the value they deliver to clients. Business processes are not always well defined or understood in professional service firms and there is often scope for improvement or transformation. This Guide offers advice on how to avoid pitfalls, and provides checklists, tools and practical advice intended to help readers understand and navigate the landscape of process improvement and transformation. It also discusses how to prepare for change and includes hints, tips and lessons learnt from the real life example of Operational Excellence in practice.

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Unlocking the Full Potential of Your Sales Team: Raising Productivity and Performance

High-performing organisations comprise a constellation of highly qualified and highly skilled executives. Directors and chief executives are often business-school qualified and well versed in the theory of their specialist function. Nevertheless, the fundamental gap between their knowledge and its translation into successful working practice remains one of the most challenging divides in the business world. A sales team will never be truly optimised until it is using all its knowledge. Fortunately, most teams already possess the tools to bridge this gap. When organisations have clear and visible values that are aligned with the KPIs and targets of business lines and individuals, tremendous growth and change can be achieved. The following Guide discusses the approaches, tools and techniques that can be adapted to a team's specific circumstances to align a sustained vision with day-to-day realities.

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