Business Resilience. Laura Poderys

Transcription

1 Business Resilience Laura Poderys

2 Agenda Adaptation; Situation Awareness; Planning Strategies; Physical and IT Resilience; HR Resilience; Organisational Planning 2

3 Business Resilience

4 Business Resilience Global financial crisis of 2008 and a perception of failure within conventional risk management; The landscape of risks and threats is so diverse and difficult to predict; Resilient organisations recognise that it is impossible to prevent all crises and disasters all of the time; Monitor an organisation as a system with inputs and outputs, the characteristics which can provide information about the general state of the system. 4

5 Business Resilience Adaptation; Situation awareness; Planning and anticipation 5

6 Adaptation Ability of an organisation to cope, to learn and change simultaneously and align itself with its environment; Innovation and learning; Disruption is seen as an opportunity to learn and change for good. 6

7 Siemens Learning expeditions; Senior employees are sent to company s start-ups; Increase in organisational learning; Fostering organisational innovation. 7

8 Situation Awareness Ability of an organisation to monitor its internal and external environment which allows it to be less reactive in their approach; Understanding of business landscape, awareness of what is happening around, and what this information means for the organisation now and in the future; Proactive approach. 8

9 General Electric Tackling digitalisation before it becomes a threat, instead of waiting for digitalisation to hit them they act proactively; Switching from being makers of machines into fully digital business; Tackling the possible threat of big IT firms such as Google or IBM coming to control the virtual part of manufacturing. 9

10 General Electric Building a virtual twin of every category of physical asset GE sells; Completely reinventing itself by using a data platform called Predix (ecosystem); Predix was developed by a separate software unit in order to prevent the main organization to kill it; Introduced to the organisation only when fully developed and functional. 10

11 Anticipation and Planning Ability to predict possible sources of failure or causes of crisis, so that they can be planned for, mitigated or avoided altogether; All planning strategies that a company has: business continuity plan, emergency plan, crisis communication plan, crisis management plan; risk assessment and evaluation, security plan, supply chain management plan, etc.; Organisations need to be both planned and adaptive in order to be competitive across the range of environmental changes and shifts. 11

12 Anticipation and Planning 12

13 To observe resilience there is a need for a disruption 13

14 Blocks of Business Resilience

15 Business Resilience An umbrella concept incorporating different parts of an organisation into an integrated well-working process. 15

16 Physical and IT Resilience

17 Physical and IT Resilience Security of physical structures; Design faults, inadequate maintenance, long service and aging materials; Functioning of infrastructure during day-to-day business; Back-up infrastructure (alternate site, reciprocal agreements, cloud computing, dual data center, etc.); Post-event functionality; Recovery time; Dependence on critical services (e.g. backup power generator) 17

18 Goldman Sachs 18

19 IT Resilience IT security policy; Compliance with IT security policy; IT security training; Social engineering. 19

20 IT Resilience Single-factor / multi-factor authentication to access the most critical IT systems; Internal / external hosting of IT infrastructure; Buying data networking and internet services from multiple service providers; Backup systems; Technology recovery strategies. 20

21 HR Resilience

22 HR Resilience Silo mentality and exchange of information Awareness of roles and responsibilities of others in the organisation; Knowledge exchange and sharing between different departments/units in our organisation; If key people are unavailable, there is always someone who can take on the role and responsibility of absent people. 22

23 HR Resilience Leadership and strategic vision Top management is constantly building experience and capability to manage disruptions; Top management encourages people to perceive disruptions as opportunities for advancement; Organisation has a shared vision which I aspire to. 23

24 HR Resilience Innovation, creativity and staff involvement Employees are encouraged to look for new innovative business opportunities; Employees are able to make decisions within their experience and knowledge base without having to continually refer to upper management levels; Employees feel responsible for a problem until it is resolved. 24

25 HR Resilience Recovery awareness and insurance Clearly defined priorities for what is important during and after a crisis; Understanding of the minimum level of resources it needs to operate successfully; Availability of insurance; Awareness of the period of closing down that the insurance would cover. 25

26 Planning Strategies

27 Planning Strategies Types of plans; Updating plans; Awareness about the plans between different departments; Employees awareness about plans; Employees awareness about their role in the plans; Awareness raising campaigns; Training and exercising (different types of training and exercising); Crisis communication (internal and external). 27

28 Laura Poderys Business Continuity Manager