12/8/2016. Resilience: The New Strategic Imperative? Dr John Vargo Co-Leader: Resilient Organisation.

Transcription

1 Resilience: The New Strategic Imperative? Dr John Vargo Co-Leader: Resilient Organisation 1

2 2

3 Source: McKinsey & Company,

4 Resilience: The ability to survive a crisis and thrive in a world of uncertainty Look beyond the Risk to see the opportunities 4

5 Planned 12/8/2016 Planned and adaptive capabilities Adaptive 5

6 Leadership & Culture Resilience Networks Change Ready Indicators of Resilience Leadership Decision Making Staff Engagement Leadership & Culture Situation Awareness Innovation & Creativity Effective Partnerships Resilience Proactive Posture Internal Resources Networks Change Ready Stress Testing Plans Leveraging Knowledge Breaking Silos Unity of Purpose Planning Strategies Planned Aspects of Resilience Leadership Decision Making Staff Engagement Leadership & Culture Situation Awareness Innovation & Creativity Effective Partnerships Resilience Proactive Posture Internal Resources Networks Change Ready Stress Testing Plans Leveraging Knowledge Breaking Silos Unity of Purpose Planning Strategies 6

7 What CEOs think builds Resilience Scenarios and simulations Training Communication Strategic planning Compliance checking Agreements with stakeholders Business continuity plan Who CEOs think build Resilience HR department The board All staff Business continuity Technical specialists Members of an industry association Overseas leadership Compliance Change The Way We Plan 7

8 Plans are worthless, but planning is everything, Dwight D. Eisenhower Plan To Adapt! 8

9 BOPLG Resilience Scores General Average BOPLG Average BOPLG Indicator Scores Strength Weakness Practice Resilience As A TEAM Sport 9

10 Planned 12/8/2016 Infrastructure To Go? Planned and adaptive capabilities Adaptive Not all Resiience Indicators are Equal Leadership Decision Making Engagement Leadership & Culture Situation Awareness Innovation & Creativity Effective Partnerships Resilience Proactive Posture Internal Resources Networks Change Ready Stress Testing Plans Leveraging Knowledge Breaking Silos Unity of Purpose Planning Strategies 10

11 What Makes Organisations resilient? Findings from NZ Government Funded Research Project Context Canterbury Earthquake sequence Earthquake losses equal to 20% of NZ GDP! Studied 11 NZ infrastructure organisations Purpose: To develop managerial and organisational best practices to improve the resilience of New Zealand infrastructure organisations Venkataraman Nilakant & Bernard Walker 32 Findings of Study Identified six themes, important in managing a postdisaster environment: 1. Valuing Employees 2. Leadership Type 3. Collaboration 4. Learning orientation 5. Resources 6. Context We focused on the first four that are common to all organisations Venkataraman Nilakant & Bernard Walker 33 11

12 Building adaptive resilience is a long-term process It involves developing cultures & competencies Valuing Employees Valuing Culture Leadership Type Emotional Intelligence Alignment Communication Collaboration Sharing Culture Learning Orientation Learning Culture Venkataraman Nilakant & Bernard Walker 34 Takeaways Adaptive resilience is built through social processes, NOT Procedures, Structures, and Physical assets Valuing people, fostering collaboration and promoting learning are the three most important social processes Leadership that facilitates these three processes enhances the adaptive resilience Promoting Learning Fostering Collaboration Valuing People Venkataraman Nilakant & Bernard Walker 35 Venkataraman Nilakant & Bernard Walker 36 12

13 Striving Through: Tips, tactics & plans for managing your business through a crisis Available free at: /booklets Key contacts: Erica Seville: erica.seville@resorgs.org.nz John Vargo: john.vargo@resorgs.org.nz 13