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  "documentTitle": "ey global ipo trends 2020 q4 v2",
  "authorId": "MorganStanley",
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  "notes": "The slide argues that current corporate models are ill-equipped for resilience because they prioritize short-term shareholder value and individual optimization over systemic interdependence.",
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      "text": "Managing for resilience therefore requires more than just grafting new ideas or tools onto today’s approaches. It requires a fundamentally different mental model of business — one that embraces complexity, uncertainty, interdependence, systems thinking, and a multi-timescale perspective.",
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      "text": "Companies have been designed predominantly to maximize shareholder value... Companies and shareholders often focus on maximizing short-term returns... Companies have been mainly focused on creating and executing stable plans... In the current model of corporate capitalism, each company is treated as an economic island...",
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      "text": "Managing for resilience therefore requires more than just grafting new ideas or tools onto today's approaches. It requires a fundamentally different mental model of business — one that embraces complexity, uncertainty, interdependence, systems thinking, and a multi-timescale perspective.",
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      "text": "Traditional management approaches have several important limitations that make measuring and achieving resilience difficult:",
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      "text": "Of course, many companies already undertake some form of risk management — but mostly to understand and minimize exposure to specific, known risks. Resilience must deal also with unidentified risks, and it must consider the adaptations and",
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