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The purpose of this paper is to explore the arrangements that have been used in the present crisis and their relative success and to look to the post‐crisis situation.

The paper examines and explains the crisis and the roles of deposit insurance and government guarantees. It deals with coverage, funding, institutional structure, speed of payout, incentives, accountability and, in particular, considers how such systems should function in a world of cross‐border institutions.

The paper suggests how such principles and standards should be set either through International Association of Deposit Insurers or some more efficient means to complement an international approach to financial stability being addressed by the Basel institutions.

There is no widely accepted standard over what the reformed financial system safety net should look like with respect to the protection of deposits and the wider guaranteeing of creditors and other stakeholders. This paper, therefore, makes an attempt to fill that gap.

Veterans of the user‐survivor movement, Peter Campbell and Andrew Roberts, profile the Survivors' History Group, a network of approximately 100 members across the UK and Ireland, who believe that the history of individual and collective action by service users/survivors is both interesting and important, and worthy of preservation.

This chapter provides insights into young peoples’ perceptions of intercultural relationships. Intercultural relationships consist of partners with different racial, ethnic or religious backgrounds. Increasing migration rates, multicultural societies and supportive societal attitudes have created more opportunities for intercultural relationships to form. These factors have contributed to the growing rates of intercultural couples in Australia. It is important to note that some intercultural partners face social barriers that are less common among non-intercultural partners. Young people are of particular interest since intercultural relationship rates are higher in younger generations and education settings are becoming more multicultural. Nonetheless, the complexities of contemporary intercultural relationships and how they may render young people vulnerable has been often overlooked. This chapter is based on a case study that responds to an overarching question: How do young people perceive intercultural relationships? The study involved semi-structured interviews with eight participants between 20 and 26 years of age. The participants had diverse backgrounds and lived in Melbourne. The findings reveal perceptions of significance and acceptance of intercultural relationships. Also revealed are perceptions of social factors that perpetuate vulnerability relating to intercultural relationships in terms of stereotyping, racism and people’s reactions more generally.

Managers need research‐based guidance on how to find sources of new growth when their core business is maturing.

Authors shadowed managers responsible for finding and entering new businesses, interviewing them every three or four months for an average of two years. They surveyed over 100 corporate venturing units and corporate incubators and assembled a database of over 50 stories of companies that had successfully developed or acquired a significant new business. We interviewed managers in about half of these companies that had successfully diversified and we tested our emerging hypotheses against this database.

All research indicated that managers need to assess opportunities more strategically and be less activity driven. The authors concluded that managers were investing in too many projects, most of which had little chance of success.

If research is reported on in the paper this section must be completed and should include suggestions for future research and any identified limitations in the research process.

Ashridge Strategic Management Centre has developed a screening tool – The New Businesses Traffic Lights to test opportunities before a business plan has been developed, alongside a business plan to assess the strategic logic for the proposal, or to an existing investment that is failing to meet its short‐term targets.

Applying the screen to the portfolio of new business investments in most companies will result in red lights for many projects. Not only can significant money be saved from the “new businesses” budget, but also extra resources can be focused on improving the core businesses.

The importance of fighting money laundering has for some time been recognised by British governments, and the imminent introduction of new legislation which aims inter alia to reduce the level of financial crime provides an opportunity to increase the effectiveness of the anti‐money‐laundering culture in the UK. The inclusion of the reduction of financial crime as one of the four regulatory objectives in the new legislation is a very welcome development.

In this article attention will focus on the risks to high street solicitors in England and Wales who handle money on behalf of clients which may be the proceeds of criminal activity. There are many difficult issues involved and some of these will be discussed.

‘The activities of professional advisers, particularly lawyers has, in the past, caused considerable concern in the field of money‐laundering activities, due in no small part to the existence of the secrecy generated by the attorney‐client privilege.’

Mission statements by themselves are of very little value. Some companies have good mission statements, but their management teams often lack a sense of purpose. In other companies, management teams have a clarity of vision and enthusiasm that is awe‐inspiring, without having a mission statement. Mission statements in and of themselves are not important — creating a management team with a sense of mission is crucial.