Change programmes in both private and public sectors have a poor record of delivering their intended value. The reasons given most often for their failure include lack of executive support or buy-in from key users, loose requirements definition, weak programme management, and plain wishful thinking. They rarely include technical limitations. Value Management puts forward the view that the true problem lies in failing to understand the causal links between the intended stakeholder outcomes and the actual programme outputs. Repeating the pattern of failure can be avoided by asking two questions: – Before implementation, what capabilities must a change programme deliver, when and in what order so as to cause intended value against a defined purpose with speed and certainty? – During and after implementation, what minor adjustments and/or major shifts are needed to be certain that the programme remains on purpose and on value? and two answers to be given: – Target, time and align change programmes to deliver maximum intended value to stakeholders - the baseline business case – track and respond to changes during and beyond implementation to ensure that the programme actually delivers or exceeds intended value - value realisation. The authors show how, by asking and answering these questions, direction and delivery of any programme can be clarified and greater economic value achieved.
The sizeable increase in income inequality experienced in advanced economies and many parts of the world since the 1990s and the severe consequences of the global economic and financial crisis have brought distributional issues to the top of the policy agenda. The challenge for many governments is to address concerns over rising inequality while simultaneously promoting economic efficiency and more robust economic growth. The book delves into this discussion by analyzing fiscal policy and its link with inequality. Fiscal policy is the government’s most powerful tool for addressing inequality. It affects households ‘consumption directly (through taxes and transfers) and indirectly (via incentives for work and production and the provision of public goods and individual services such as education and health). An important message of the book is that growth and equity are not necessarily at odds; with the appropriate mix of policy instruments and careful policy design, countries can in many cases achieve better distributional outcomes and improve economic efficiency. Country studies (on the Netherlands, China, India, Republic of Congo, and Brazil) demonstrate the diversity of challenges across countries and their differing capacity to use fiscal policy for redistribution. The analysis presented in the book builds on and extends work done at the IMF, and also includes contributions from leading academics.
The Use of Hereford, a local variation of the Roman rite, was one of the diocesan liturgies of medieval England before their abolition and replacement by the Book of Common Prayer in 1549. Unlike the widespread Use of Sarum, the Use of Hereford was confined principally to its diocese, which helped to maintain its individuality until the Reformation. This study seeks to catalogue and evaluate all the known surviving sources of the Use of Hereford, with particular reference to the missals and gradual, which so far have received little attention. In addition to these a variety of other material has been examined, including a number of little-known or unknown important fragments of early Hereford service-books dismembered at the Reformation and now hidden away as binding or other scrap in libraries and record offices.
The structure of corporate governance has made significant progress in OECD countries but it remains imperfectly linked to the activities of many businesses. Its advance on the global stage will be hesitant and slow until its practice in OECD countries is more consistent and convincing. Weaknesses in corporate governance and law enforcement are impeding the investment needed to build the global economy to its full potential. The Globalisation of Corporate Governance: The Challenge of Clashing Cultures, explores the challenges of making corporate governance effective for all participants in a global economy. The tasks of: o reappraising the purpose of corporate governance in a global context; o reassessing ownership and the "agency principle" in a global context; o potential clashes of culture and how they may affect corporate governance; o understanding human motivation and how it can help to drive better governance; o relating corporate governance to a changing and uncertain external world; o coping with a lack of effective global institutions to underpin the globalisation of corporate governance and enforce the rule of law; and o using corporate governance to build resilience and sustainable success; need to be met if corporate governance is to succeed in driving globalisation and encouraging investment worldwide.
In Music in Ancient Judaism and Early Christianity, John Arthur Smith presents the first full-length study of music among the ancient Israelites, the ancient Jews and the early Christians in the Mediterranean lands during the period from 1000 BCE to 400 CE. He considers the physical, religious and social setting of the music, and how the music was performed. The extent to which early Christian music may have retained elements of the musical tradition of Judaism is also considered. After reviewing the subject's historical setting, and describing the main sources, the author discusses music at the Jerusalem Temple and in a variety of spheres of Jewish life away from it. His subsequent discussion of early Christian music covers music in private devotion, monasticism, the Eucharist, and gnostic literature. He concludes with an examination of the question of the relationship between Jewish and early Christian music, and a consideration of the musical environments that are likely to have influenced the formation of the earliest Christian chant. The scant remains of notated music from the period are discussed and placed in their respective contexts. The numerous sources that are the foundation of the book are evaluated objectively and critically in the light of modern scholarship. Due attention is given to where their limitations lie, and to what they cannot tell us as well as to what they can. The book serves as a reliable introduction as well as being an invaluable guide through one of the most complex periods of music history.
This paper provides a comprehensive analysis of the attractions and disadvantages of currency board arrangements in their various institutional configurations. It asks what defines a currency board arrangement, what are their strengths and weaknesses, and what constraints they place on macroeconomic policies. It also reviews country experiences with these arrangements.
Change programmes in both private and public sectors have a poor record of delivering their intended value. The reasons given most often for their failure include lack of executive support or buy-in from key users, loose requirements definition, weak programme management, and plain wishful thinking. They rarely include technical limitations. Value Management puts forward the view that the true problem lies in failing to understand the causal links between the intended stakeholder outcomes and the actual programme outputs. Repeating the pattern of failure can be avoided by asking two questions: – Before implementation, what capabilities must a change programme deliver, when and in what order so as to cause intended value against a defined purpose with speed and certainty? – During and after implementation, what minor adjustments and/or major shifts are needed to be certain that the programme remains on purpose and on value? and two answers to be given: – Target, time and align change programmes to deliver maximum intended value to stakeholders - the baseline business case – track and respond to changes during and beyond implementation to ensure that the programme actually delivers or exceeds intended value - value realisation. The authors show how, by asking and answering these questions, direction and delivery of any programme can be clarified and greater economic value achieved.
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