This volume looks at a variety of tips and techniques which might be adopted by businesses of all sizes as they emerge or plan to emerge from the lowest part of a depression towards what is generally called a recovery. By considering these issues each organisation can prepare a kit to suit their own purposes and reflect their circumstances, define their mature interests and establish their capabilities and breadth of aspirations.(Click here to download your recession recovery score card.)
This is probably the best way to do it – to do-it-yourself, rather than expect others to do it for you or to adopt some universal formula or advice.
In this volume readers can also join Alex, Sally, Charlie, Stan, Guy, Ollie and John, with their colleagues and advisors as they do some thinking about a possible upturn and beyond. They consider over twenty stimulating tips which can be put to good use or rejected or held over to form their very own bespoke Recession Recovery Kit. You can do the same if you wish, or just read it and cherry-pick some inspirations.
We will also look beyond the short and medium term recovery horizon to beyond and what that might contain, which will not be conventional or predictable.
There is a collection of sensible ideas, reminders and good sense with listings and illustrations. There is a record sheet to assemble a kit from scratch or confirm that each current approach is on the right lines or the focus remains on survival rather than recovery.
This book is also complimented by a series of dashdot talks and presentations on business survival and recovery.
(Click here to download your recession survival score card.)
It does not matter how you package it. When you take stock there will always be recessions. They are the gloom phase of the boom and gloom cycle.
For most businesses it is not possible to avoid a recession but it may be possible to survive. As usual the business organisations of all sizes will be left to their own devices to get through. Previously they will have built up and sustained their operations through their own initiative, hard work, leadership, contacts, tenacity and good fortune. And so they will need these same characteristics to determine how to survive a “downturn in economic circumstances.”
All businesses are different in their needs, circumstances and aspirations and these may change for each stage of a recession, stutter, dip or crash. So there are neither silver bullet nor one-size-fits-all solutions.
In this volume readers can join Oliver Aichbee (Ollie) from a design-based business with his colleagues and advisors as they do some thinking and research about a possible recession and then consider over twenty Top Kit Tips which can be adopted or adapted or rejected or confirmed as taking place to form the basis of their bespoke Recession Survival Kit. And you can do the same.
There is a wealth of sensible ideas with explanations, listings, illustrations and a checklist to formulate and prioritise a kit from scratch or confirm that current proposals are on the right lines. Positive businesses may also use the survival processes to rationalise, refocus or energise – partially or wholly.
There will be casualties from any recession so that is addressed also. Good luck! – you will probably need it.
First published in 2008 this edition has been revised and expanded to cover businesses of all sizes.</p>\r\n<p>This book is also complimented by a series of talks and presentations from dashdot on business survival and recovery.
Currently, the roles of advisors to organisations are under scrutiny.
Recessions, austerity and difficulties always bring out a critical review of the roles of advisors.
Do the advisors accurately predict the downturn and how to tackle the issues arising?
Do the advisors offer truly useful and independent advice or can some aspects be self-serving?
Do large companies use their advisors wisely?
Good advisors could be really useful – for organisations of all sizes – mega, large, medium, small and micro.
This volume takes the side of all of these organisations of all sizes in helping them recognise what they may need or they may already have (or not need at all!) – to get good advisors, good advice and good value in setting up and running their organisations – in the good times and the not so good.