We are seeing a growing number of reviews of our book including the following.
- Lord Owen CH FRCP, Former UK Foreign Secretary and author of The Hubris Syndrome, on the book's front cover and in 'The House', Parliament's in-house magazine:
“An exceptional book for learning at every level – whether you are a business school student or a chief executive; Prime Minister or a new recruit into the civil service.”
- Richard Bacon, a member of the Parliamentary Public Accounts Committee since 2001 and author of 'Conundrum' wrote, in Civil Service World (May 2017):
"This superb book is a work which leaders and managers in any organisation will find invaluable."
- Stefan Stern in the Financial Times, here
"Businesses and executives are ... vulnerable on a number of levels. They would do well to reflect on the serious messages contained in this well-argued book."
- Richard Jukes, Chairman of brand and communications specialists Grayling, writing in Spear's Magazine: here
"This book manages to balance highly credible business advice with just enough science to give their findings depth and substance. It should become essential reading for everyone sitting on a board"
- The Chartered Management Institute magazine wrote:
"The topical nature of the subject matter and the quality of the examples and references combine to make this a challenging and valuable addition to a director’s reading list. The “Questions to Mull” section at the end of each chapter will help managers to apply the lessons of the book to their own experience. Masters’ business students will also find it relevant and interesting."
Rating: 5 star, a must read."
"The authors have produced a crisply written tome which is easy and engaging to read. Its format of insights, followed by case studies and then solutions works well. This should be no surprise. The authors Anthony Fitzsimmons and Derek Atkins are well versed in this area - their previous publication Roads to Ruin on behalf of Cass Business School for the insurance and risk industry is rightly highly regarded. They bring their experience to bear in this book."
- 'People Management' the magazine of the Chartered Institute of Personnel Development wrote:
"The idea that people are key to mitigating and combatting risk will come as little surprise but, in Rethinking Reputational Risk, the authors take us beyond vague notions of culture and compliance to examine the biases, fallibilities and skewed priorities that led to disasters as varied as MidStaffs and Deepwater Horizon as well as how to genuinely avoid them in the future."
"Their attribution of [reputational] vulnerability to unrecognised, often systemic causes, is what makes the book worth reading"
"After walking the reader through the risks that can lead to failure, the authors offer a series of insightful case studies. There is a wealth of information here, especially in the take-home points they offer at the end of each chapter. [T]he book ... uses reputation to explore how and why people fail and why systems, such as the three lines of defence for example, are flawed."
- 'Continuity Insurance and Risk', a magazine for risk professionals, wrote:
"This insightful guide could help you answer some of the hard questions relating to one of today’s most critical aspects of risk management."
- Senator Bob Graham, Co-chairman of the National Presidential Commission on the Deepwater Horizon disaster, on the back cover:
"Riveting. As co-chair of the Presidential Commission on the BP Oil Spill, I learned how the billowing fire and flying shrapnel of the disintegrating Gulf of Mexico oil platform punctured the reputations of all off-shore oil enterprises. Hundreds of reputations and billions of pounds might have been saved through a close reading of this book.”
- Dr Kiyoshi Kurokawa, Chairman of the National Diet of Japan’s Independent Investigation Commission into the Fukushima Nuclear Accident wrote:
“This thoroughly enjoyable book is a must-read for leaders of all organizations at all levels, right up to the board and its leadership.”
- A view from the Charity sector's Richard Evans 'One Riot' blog here
"It’s ... [hard] for an organisation to ask itself what it is about its own culture that might lead to reputational damage. But as hard a question as this is, it’s the most important one. And though it might make us uncomfortable, unlike some external risk factors it has the benefit of being something that it is relatively straightforward to do something about."
There are also reviews on Amazon UK and Amazon.com
We shall add links to reviews as we find them.