The 2007-2009 financial crisis was a perfect "black swan" event: unexpected, a rarity, with broad and deep impacts; and, with the benefit of hindsight, it was also retrospectively rationalised by many "experts". We got it all "sensationally" wrong: bankers (like myself), policy-makers, supervisors, auditors, research analysts, economists, civil society itself. And even as the crisis was unfolding, many initially did not consider its seriousness. We saw dangers of shocks, but underestimated the confluence and impact thereof.  

A speech given by Sir David Walker at the Tomorrow's Company lecture on 'Stewardship in practice: Renewing behaviours and changing cultures in the City' - this was given on 19th May at Gresham College, London.

See my article in HR Magazine on successful coaching in organisations. www.hrmagazine.co.uk/news/987955/success-coaching-depends-clear-objectives-rigorous-measurement/ . Is coaching becoming a panacea for leadership development? The UK's largest organisations such as the Insitute of Directors, the NHS and Disney, are among those promoting coaching programmes for their management teams. But are they missing a trick to get the best value for money?

This is an executive summary report on the “Coal Plants in Transition: An Economic Case Study” prepared by Natural Capitalism Solutions in Colorado. The report makes a strong business case for energy providers to consider transitioning away from coal to a combination of renewable and energy efficiency technologies.  The transition becomes cost effective and quite profitable when combined with revenue streams that result from selling pollution credits (NOx, SO2), carbon credits, water rights, and also fuel savings.       The study specifically considers the Navajo Generating Station as an example. But the report is designed to provide information to utility managers all over the country who are faced with serious economic decisions regarding the future of their coal plants as we enter a carbon and water constrained world.

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