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...et al. (2012, p. 3) accept that wellbeing and resilience are linked, but they also ask whether wellbeing and resilience are ‘two sides of the same coin or is it possible to be resilient but have low levels of wellbeing?’ They go on to explain the difference between the two concepts as follows: Wellbeing describes and captures a psychological state at a point in time....

...et al. (2019) show just how prevalent the idea of the leader as person is in the narratives of UK policy documents and academic writing about the sector. There is a good reason for this, as it is often people with great belief, talent and drive who establish successful voluntary organisations in the first place. Another reason why people are bewitched by leaders is that...

...et al., 2008 p. 203) The Ladder: Change is achieved by allowing people to resolve immediate needs and gradually accumulate resources and voice. Enlightened Elites: Change is achieved by shifting the hearts and minds of people in power, either through self-interest or threat, leading them to make institutions and policies more responsive. People in the Streets: Change is...

...et cetera, et cetera, et cetera. So, if you are not sure that the context is going to be there for you, scenario planning is very helpful. We look at how the bigger forces in the context, things like the demographics of China, the rate at which climate change is unfolding, the speed of greater inequality in the world, the debt that Western countries are taking on and...

...et al. (2017) argue that customer experience management (CEM) is the most relevant way of pursuing long-term customer loyalty, and thus ensuring the long-term success of an organisation. CEM takes a very broad view of ‘satisfying customer requirements’ (CIM, 2015). It emphasises that a customer’s relationship with an organisation often begins well in advance of...