Organizational Resilience Harnessing experience, embracing opportunity. Tim Wren Commercial Director, Americas

Transcription

1 Organizational Resilience Harnessing experience, embracing opportunity Tim Wren Commercial Director, Americas

2 Organizational Resilience BSI Introduction Organizational Resilience History Organizational Resilience Model Organizational Resilience Latest thinking Frameworks 2

3 BSI Business Improvement Company - Driving Organizational Resilience BSI clients represent 4,500 colleagues and 11,900 experts 86,000 clients in 193 countries 49% of Fortune % of FTSE % of Nikkei 225 Index 13,000 active product certifications 2,700 new standards per year 59,000* in all 227,000 audit days delivered last 12 months 150,000 delegates trained last 12 months 56,000 consulting days delivered last 12 months 6 acquisitions in last 36 months * Number of standards available on BSOL

4 A brief History of Organizational Resilience Designed by industry, Concept of different levels of resilience maturity Emerging as a principle in academic areas over last 15 years BS World s first Standard for Organizational Resilience for industry and backed by government

5 Many organizations involved in development of BS 65000

6 expanding internationally ISO published Q Number of representations on committee by nationality Australia (5) Canada (12) China (1) France (3) Germany (3) Indonesia (2) Italy (2) Japan (4) Mexico (2) Neths (2) Norway (1) Russia (1) Singapore (1) S Africa (1) S Korea (3) Sweden (3) Switz (1) UK (6) USA (12) Key countries involved; France via Government, USA via ASIS, ICOR, and the NFPA, UK via Government, BCI, UKAS, PWC, Australia via Government NB at ISO representation is on a country by country basis rather than organizations

7 Disaster Recovery Business Continuity Risk Mitigation Traditional view of Resilience 7

8 Increasing churn 50% of S&P500 in 10 years Competitive landscape Average company lifespan on S&P 500 Index Reduced from 33 years in 1965 to 14 years by 2025 Number of years More dynamic FTSE from 1984, only 20% remain Year (each data point represents a rolling 7 year average of average lifespan) Data: Innosight analysis based on public S&P 500 data sources. Defying corporate mortality to pass the test of time 8

9 Organizational Resilience is the ability of an organization to anticipate, prepare for, respond and adapt to incremental change and sudden disruptions in order to survive and prosper. BS 65000, Guidance on Organizational Resilience 9

10 EIU Survey of 411 Senior Executives Organizational Resilience is 88% - A business priority 80% - Essential to long-term growth 61% - A competitive advantage Yet Only 29% say that resilience-oriented practices are embedded today Meaning 71% of Organisations need help 10

11 Responsibility comes from the top Who takes responsibility for Organizational Resilience? The CEO/ s office There is no single unit; organisational resilience issues are spread Other C-level executive Head(s) of business operating unit(s) Head(s) of Department(s) Other senior management below C-level or an organisational CFO or equivalent CIO or equivalent Don t know Other, please specify 0% 10% 20% 30% 40% 50% 60%

12 Organizational Resilience BSI model Addressing your customer needs Governing your business Managing & securing information Running your business Protecting infrastructure Enabling trust & reputation Ensuring supply chain continuity Minimising security risk Ensuring regulatory compliance Mitigating social risk Safeguarding people

13 BSI Cranfield University Research WHAT? BSI commissioned Cranfield School of Management to assess almost half a century s management thinking, from 1970 to the present day, on how organizations can become more resilient HOW? Over 600 academic papers were initially screened, of which 181 were considered worthy of deeper analysis, together with a wealth of additional books and reports 13

14 50 years of management thinking in 7 minutes Search for latest thinking on organizational resilience video

15 Cranfield Research: Evolution of thinking and behaviour Cranfield: Evolutionary phases of Organizational Resilience Balancing and managing strategic tensions inherent in earlier evolutionary phases Innovation and exploring unknown markets and new technologies Continually improving, refining and extending existing competencies and exploiting current technologies People who anticipate and respond to threats and respond effectively Risk management, physical barriers, redundancy and standardised processes 15

16 Strategic Tension Quadrant Where: Defensive stopping bad things happening Progressive making good things happen Consistent maintaining current practices Flexible developing new or improved practices Copyright Copyright BSI. BSI. All All rights rights reserved. reserved. 16

17 Strategic Tension Quadrant Organizational Resilience involves changing, before the cost of not changing becomes too great Copyright Copyright BSI. BSI. All All rights rights reserved. reserved. 17

18 World s first Organizational Resilience Index Relevant best practice standards merged 1. Organizational Resilience (BS 65000) 2. Organizational Governance (BS 13500) 3. Risk Management (ISO 31000) 4. Supply Chain pre-qualification (PAS 7000) Other related standards reviewed included:- Quality Management Systems (ISO 9001) Business Continuity (ISO 22301) Information Security (ISO 27001) Environmental Management (ISO 14001) Occupational Health and Safety (BS OHSAS 18001) Over 1260 organizations across globe in multiple sectors

19 BSI Organizational Resilience Index reviews 16 elements developed from collective wisdom across 4 categories 1. Leadership 2. Vision & Purpose 3. Reputational Risk Leadership People Process Product 4. Financial Aspects 5. Resource Management 6. Culture 7. Community 8. Awareness and Training 9. Alignment 10. Governance 11. Business Continuity 12. Supply Chain 13. Information & Knowledge 14. Horizon Scanning 15. Innovation 16. Adaptive Capacity

20 BSI Organizational Resilience Index High Alignment Financial aspects Perceived Performance Horizon Scanning Governance and Accountability Community Engagement Culture Awareness, Training and Testing Adaptive Capacity Supply Chain Business Continuity Resource management Leadership Vision and Purpose Information & Knowledge mgt Innovation Reputational Risk Leadership People Process Product Perceived Importance High

21 Benchmark tool to enable you to compare with 1260 other organizations bsigroup.com/organizational-resilience Complete web form, answer questions related to the 16 elements View on screen spider diagram with a benchmark with the 25 percentile For further views by sector, size, geography and longevity contact BSI 21

22 Organizational Resilience is a journey BS 65000, Research and Reports Model and Tools Index, Benchmarking and workshops BSI Model Strategic Tension Quadrant Organizational Resilience in a day Senior Executives Facilitated Workshop Organizational Resilience Workshop Report and Recommendations

23 Organizational Resilience Harnessing experience, embracing opportunity Tim Wren Commercial Director, Americas