This research focused on understanding how senior managers perceive and respond to risk, both in principle and in practice. The research aimed to provide clarity for managers around good and bad practice, and to offer evidence based approach that recognises the complexity of risk for managers.
Download the executive summary
West, T., MacAlister, J., Mookherjee, D. and Brown, M. (2014) Working with Risk. In practice and in principle: Lessons from the field. Ashridge report.
Brown, M. (2001) Leading in a Changing World, Ashridge Leadership Conference, August
Brown, M. (2001) Complexity and Organisational Spontaneity, Ashridge Alumni business briefing, London, November
Brown, M. (2000) New Organisational Styles Need New Styles of Leadership, Market Leader, Issue No 8, Spring
Brown, M. & Beech, D. (2000) Spontaneous Organisations, Directions - The Ashridge Journal, Summer
Brown, M. (1999) Leading Organisations, Directions - The Ashridge Journal, April
Brown, M. (1999) Surviving Organisations, Directions - The Ashridge Journal, December
Brown, M. (1998) The Invisible Advantage, Directions - The Ashridge Journal, November
Hodgson, P. & Brown, M. (1997) A Group of Equals, Director Development, January/February
Brown, M. & Hodgson, P. (1995) Learning at the Top, Directions - The Ashridge Journal, July
Brown, M. (1984) Organizational Understanding - A Basis for Effective Industrial Marketing, chapter in The Marketing of Industrial Products, (2nd edition) ed. Norman A. Hart, McGraw-Hill