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The purpose of this paper is to reflect on the need for a new style of management to enable companies and organisations to better face the future.

Draws on analysis carried out within the Challenge Forum in recent projects.

Companies face an increasing number of “engines of change” which present a more complex environment than the past. Management strategy of the past – to focus on core activities, to outsource, to re‐engineer, to simplify – has left most organisations without the capacity to deal with the growing complexity they face. The article outlines a management approach designed to understand this complexity and enable the organisation to take advantage.

Builds on developments in management thinking and provides an outline for a new management style in the knowledge economy.

The aim of this paper is to offer practitioners the outline of a unique system to facilitate organizational renewal.

The authors are veteran practitioners who have observed and studied best practices in a variety of corporate and governmental settings to create a new renewal methodology. One of the authors is a former Shell Oil Company senior manager. These SAMI researchers offer a system to facilitate organizational renewal.

While few organizations implement the described methodology, many implement parts: the full effect – a purposeful self‐renewing organization – is only achieved through the combination of the parts.

This article is based on research for the authors' new book, Beyond Crisis: Achieving Renewal in a Turbulent World (Wiley 2010), co‐authored with Patricia Lustig.

This paper provides practitioners with the first blueprint for implementing and managing operations, innovation, and foresight in a purposefully self‐renewing organization.

This is one of the first articles to describe a complete system that analyses a changing business environment and applies the methodology to operations to effectively promote a purposefully self‐renewing organization.

This paper reports the progress of, and results from, a major foresight and scenario planning exercise concerned with the future of real estate. The project first explored the general climate of change within which real estate decisions will have to be made. It then identified specific real estate opportunities and tested alternative strategies which might emerge as a result of that change. A further objective was to verify the use of foresight through scenario planning as a credible method of fostering a learning culture within the property professions and helping in the future proofing of current decision making.

This chapter presents a holistic view of dynamic external macro environments and their impact on internal organizational strategies. It suggests how events, and particularly major crises at the global or national level, affect organizational responses. Specifically, the authors submit that organizations adapt their strategy in line with the pressures they face from the external environment. Consequently, the day-to-day operations inside the organization change, and managers find themselves faced with new challenges in terms of how they manage their talent. By exploring critical roles that human resource (HR) professionals can play in talent management, the authors delineate several ways in which the HR department can help organizations to react to these external pressures, supporting managers in ensuring that employee behavior and values are aligned with the new organizational strategy. The objective of this chapter is not only to reflect on the HR professionals and their role in helping to manage organizational talent, as their organizations navigate the dynamic macro context, but also to stimulate further research in this field.

When designing learning environments in primary teacher education, there is an attempt to represent real teaching practice in an authentic way to prospective teachers. When constructing these environments, teacher educators have to consider how to best motivate the student teacher, identifying the most relevant practice-based principles and the ways in which the theory and practice can be bridged. There are other considerations as well. For example, in the Netherlands, as in some other countries, teacher education is changing drastically. Controversial teacher education curricula, consisting of primary school subjects originated after more than one hundred years of reflection on the subject matter of primary education and the ways teachers have taught, have been replaced by curricula merely intended to improve the general professionalization of the prospective teacher, neglecting the school subjects. More specifically, the new objective is to adequately prepare students to become competent beginning teachers.