1. 1. CSARN Conference
2. 2. Business Continuity + ? Good business planning? Common Sense? Collaborative working? Enterprise Risk Management? Glorified Corporate Security Resilience through leadership 2
3. 3. Resilience through leadership 3 Organisational Resilience is: A people centric capability based on the strategic co-ordination of organisational resources, adaptive leadership, intelligence, communication and staff development which enables the identification and analysis of strategic threats through shared situational awareness. This enables the preparation, education, contingency planning to enable effective resistance to hazards, multi-level response, recovery and operational sustainability. This is underpinned by a learning culture to drive positive adjustment and adaptation during periods of uncertainty.
4. 4. Resilience through leadership 4 Organisational Resilience is: A people centric capability based on the strategic co-ordination of organisational resources, adaptive leadership, intelligence, communication and staff development which enables the identification and analysis of strategic threats through shared situational awareness. This enables the preparation, education, contingency planning to enable effective resistance to hazards, multi-level response, recovery and operational sustainability. This is underpinned by a learning culture to drive positive adjustment and adaptation during periods of uncertainty.
5. 5. Organisational Resilience is only one piece of the jigsaw Important to developing resilience within the community Relies on the resilience of its staff Resilience through leadership 5 National Resilience Community Resilience Organisational Resilience Team Resilience Individual Resilience
6. 6. Financial Impact - As of May 2014, the economic cost of the damage is still being determined, but in February 2014 the accountancy firm PWC estimated costs at around 630 million, and routinely the annual cost of flooding is now around 1 billion. RUSI 2014 Reputational Impact Tescos Not just caused by large scale shocks can be caused by slow burn deep rooted issues within corporate culture Interconnected environment can spread shocks across the globe We live in the most complex, interdependent and interconnected era in human eraThis new leadership context requires successful organisations to master strategic agility and to build resilience. WEF 2013 Resilience through leadership 6
7. 7. Resilience through leadership 7 39% Strategic 28% Operational 19% Hazard 14% Financial Organisation Demand shortfall Customer retention Integration problems Pricing pressure Regulation R&D Industry or sector downturn Joint Venture or Partner losses Macroeconomic Politic issues Legal issues Terrorism Natural disasters Debt and interest rates Poor financial management Asset Losses Goodwill and amortisation Accounting problems Cost overrun Operating controls Poor capacity management Supply chain issues Bribery and corruption Regulation Commodity prices
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10. 10. Understand and analyse market Trends, threats and risks Assess and consider potential opportunities to exploit Develop adaptive leadership framework The development of a Learning culture Double loop learning methodology Resilience through leadership 10
11. 11. Gracey Organisational Resilience Model Resilience through leadership 12 Business threats Strategic trends analysis ERM Financial management Auditing HSE Benefit Realisation Disruptive Event Management BCM Disaster Recovery Corporate Security Corporate Social Responsibility Strategic Planning Stakeholder Engagement Market Analysis Benefit Identification Strategic Workforce Management People Development Strategy Training Strategy Strategic Continuous Improvement Org Structure R&D Business Policy & Standards Technological architecture Business Culture Corporate Sustainability
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14. 14. Resilience through leadership 15 Corporate Tactical Operational Individual Investment in Organisational Resilience increases capability to manage a Crisis Regular training, education and horizon scanning keeps company personnel informed Enables organisations to continue operating and adapt to the market post event gives a competitive edge Case studies Walmart & Hurricane Katrina Morgan Stanley 2001 (Rescorla) BONY vs Sandler ONeil
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16. 16. squared.apples.uk@gmail.com | www.squared.apples.co.uk | T: 07443488195