ABOUT THIS BOOK
The ever tighter coupling of our food, water and energy systems, in the context of a changing climate is leading to increasing turbulence in the world. As a consequence, it becomes ever more crucial to develop cities, regions, and economies with resilience in mind. Because of their global reach, substantial resources, and information-driven leadership structures, multinational corporations can play a major, constructive role in improving our understanding and design of resilient systems. This volume is the product of the Resilience Action Initiative, a collaboration among Dow, DuPont, IBM, McKinsey & Co., Shell, Siemens, Swiss Re, Unilever, and Yara designed to explore possible corporate contributions to global resilience, especially at the nexus of water, food and energy. Aggressively forward-thinking, and consistent with an enlightened self-interest, the ideas considered here represent a corporate perspective on the broad collaborations required for a more resilient world.

AUTHOR BIOGRAPHY
Roland Kupers is an associate fellow in the Smith School of Enterprise and the Environment at the University of Oxford.

REVIEWS

TABLE OF CONTENTS

Editor’s introduction (Roland Kupers)Preface (Peter Voser)Preface: Turbulence — by way of an introduction (Michel Liès)Part I Introduction to RAI1 The Resilience action initiative: An introduction (Maike Boggemann and Norbert Both)Understanding the ‘stress nexus’The Resilience Action InitiativeDefinition of resilienceThe RAI approachKnowledge projectsThe challenges of resilience in practiceBroader sharing and dialogueCollaboration and leadershipPart II The resilience lens2 A pragmatic frame to explore resilience (Marco Albani and Roland Kupers)A diagnostic frameBeyond a diagnostic frameThe boundary conundrumThe difficult relationship between efficiency and resilienceDealing with multiple scalesMaking system assumptions explicitOpen questions and dilemmas3 A resilience lens for enterprise risk management (David N. Bresch, Jaap Berghuijs, Rainer Egloff, Roland Kupers)Enriching corporate risk managementStructural resilienceIntegrative resilienceTransformative resilience4 Multi-sector collaboration for resilience (Dr Mark Smith)Change for resilienceCollaboration for systemic changeApplying collaboration to resilienceConclusion: A collaborative agenda for resilience5 Building resilience through teamwork. Seven tips to make it work (Marco Albani and Kimberly Henderson)Part III Resilience in action6 The case for green infrastructure (Neil C. Hawkins and Glenn Prickett)Introduction and objectiveGreen infrastructure: Concept and definitionGreen infrastructure: Solution examplesIdentifying areas of opportunityKey conclusionsMoving forward7 Nexus! Resilience in a pressure cooker (Herman van der Meyden)The game development processThe game mechanicsSimulating aspects of resilienceInsights from a year of Nexus! sessions8 Getting to resilience from the bottom-up. From upscaling to downscaling, from valuation to values and from having to sharing — How corporates can leverage the next generation’s way of working to increase resilience (Thekla Teunis)Fading boundaries and stronger horizontal and local networksInitial resultsMain lessonsBarriers for breakthrough bottom-up innovationBusiness value9 Corporations and Resilience (Simone Arizzi, Maximilian Egger, Dawn Rittenhaus and Peter Williams)The Resilience Action InitiativeConclusionEpilogue (Brian Walker)ConclusionAppendixAuthor biographiesBibliographyIndex