The Treaty of Lisbon has produced deep changes to the EU institutional structure and its internal balance of powers. It has reshuffled powers between institutional actors and curbed the responsibilities of the rotating Presidency of the Council of the EU in fields characterised by ‘high politics’. This paper discusses the institutional framework shaped by the Treaty of Lisbon, and provides an overview of the new, post-Lisbon roles of the rotating Presidency. Against this backdrop, the paper shows that the rotating chair maintains relevant roles in managing the Council agenda and in the legislative process, especially when representing the Council in trilogues. In addition, the paper examines how the rotating Presidencies dealt with crises in the post-Lisbon period. The analysis shows that asymmetric shocks tend to increase general disagreements in the Council, while shocks affecting countries in similar ways allow the Presidency to display effective leadership. These situations of urgency offer small member states the opportunity to take the initiative and engage in policy entrepreneurship, and to shape EU policymaking in ways which would otherwise likely be out of reach. All in all, the rotating Presidency is still considered a rare opportunity for the member states to put forward certain priorities, and it should not be neglected in the post-Lisbon times. Since crisis management is an integral element of almost every Presidency, policy flexibility and sufficient resources should be devoted by national governments to their activities as rotating chairs to act as efficient entrepreneurs of compromise.

"Impactful Ventures: The Art and Science of Social Entrepreneurship" is a transformative guide that bridges the gap between passion and practical action for those aspiring to make a real difference in the world. This book delves into the heart of social entrepreneurship, offering a unique blend of inspirational stories and actionable strategies from successful social enterprises. It equips readers with the tools to innovate, sustain, and scale ventures that address critical social issues. Through its insights, readers will learn to create impactful change by harnessing both the art of visionary thinking and the science of effective execution, making it an essential resource for anyone committed to driving positive societal transformation.

Management Crisis and Business Revolution describes the enormous gap between business theories on the one hand, and the realities of the workplace and uncertainties of the marketplace on the other. In place of reasoned management and disciplined organization John Harte depicts daily disorder, vagueness, and confusion; instead of the logical processes of classroom case histories with rational solutions. He provides tales of an abundance of irrational judgments, personal foibles, and business follies. Once a top operational manager with multinational organizations, Harte applies his hands-on knowledge of the business world to a realistic examination of workplace conditions. He describes methodically how to handle human limitations in the average business enterprise, as well as how to develop management strengths.The author observed superior and inferior management firsthand, and therefore witnessed the painful demise of many companies?some of which, in his opinion, could have been saved. With thirty years' experience to draw on, he analyzes why so many businesses and products fail, while others succeed. He examines the amazing progress of Japan and other Pacific Asian countries; explains the decline of German, Canadian, British, and French management practices; and provides strategies for the marketplace.The business sectors described in this all-encompassing book include: high-technology, fast-moving packaged consumer goods like detergents; manufacturing and retailing consumer durables like furniture and appliances; soft goods; fashion products; service sector industries; manufacturing, wholesaling, and retail trade; and a whole range of new service industries. Harte stresses that while management and trade are timeless, dedication in the West has declined. The challenge is how to manage change by innovating, and replacing senile customs, systems, and institutions with more progressive ones suited to the new business environment. This unusually tough

The great majority of startups fail, and most entrepreneurs who have succeeded have had to bounce back from serious mistakes. Entrepreneurs fumble key interactions because they don’t know how to handle the negotiation challenges that almost always arise. They mistakenly believe that deals are about money when they are much more complicated than that. This book presents entrepreneurship as a series of interactions between founders, partners, potential partners, investors and others at various stages of the entrepreneurial process - from seed to exit. There are plenty of authors offering ‘tips’ on how to succeed as an entrepreneur, but no one else scrutinizes the negotiation mistakes that successful entrepreneurs talk about with the authors. As Dinnar and Susskind show, learning to handle emotions, manage uncertainty, cope with technical complexity and build long-term relationships are equally or even more important. This book spotlights eight big mistakes that entrepreneurs often make and shows how most can be prevented with some forethought. It includes interviews with high-profile entrepreneurs about their own mistakes. It also covers gender biases, cultural challenges, and when to employ agents to negotiate on your behalf. Aspiring and experienced entrepreneurs should pay attention to the negotiation errors that even the most successful entrepreneurs commonly make.