What is organisational resilience?
Organisational resilience is the ability to survive a crisis, and thrive in a world of uncertainty.
Resilience is a strategic capability.
It isn't just about getting through crises. A truly resilient organisation has two other important capabilities - the foresight and situation awareness to prevent potential crises emerging, and an ability to turn crises into a source of strategic opportunity.
Tools & resources for measuring organisational resilience
Through in-depth case studies of organisations of different sizes, sectors, and ownership structures we have discovered that organisational resilience consists of 3 interdependent attributes and 13 indicators of resilience. These build business as usual (BAU) effectiveness as well as robust and agile response and recovery from crises.
Leadership
Strong crisis leadership to provide good management and decision making during times of crisis, as well as continuous evaluation of strategies and work programs against organisational goals.
Staff engagement
The engagement and involvement of staff who understand the link between their own work, the organisation's resilience, and its long term success. Staff are empowered and use their skills to solve problems.
Situation awareness
Staff are encouraged to be vigilant about the organisation, its performance and potential problems. Staff are rewarded for sharing good and bad news about the organisation including early warning signals and these are quickly reported to organisational leaders.
Decision making
Staff have the appropriate authority to make decisions related to their work and authority is clearly delegated to enable a crisis response. Highly skilled staff are involved, or are able to make, decisions where their specific knowledge adds significant value, or where their involvement will aid implementation.
Innovation and creativity
Staff are encouraged and rewarded for using their knowledge in novel ways to solve new and existing problems, and for utilising innovative and creative approaches to developing solutions.
Effective partnerships
An understanding of the relationships and resources the organisation might need to access from other organisations during a crisis, and planning and management to ensure this access.
Leveraging knowledge
Critical information is stored in a number of formats and locations and staff have access to expert opinions when needed. Roles are shared and staff are trained so that someone will always be able to fill key roles.
Breaking silos
Minimisation of divisive social, cultural and behavioural barriers, which are most often manifested as communication barriers creating disjointed, disconnected and detrimental ways of working.
Internal resources
The management and mobilisation of the organisation's resources to ensure its ability to operate during business as usual, as well as being able to provide the extra capacity required during a crisis.
Unity of purpose
An organisation wide awareness of what the organisation's priorities would be following a crisis, clearly defined at the organisation level, as well as an understanding of the organisation's minimum operating requirements.
Proactive posture
A strategic and behavioural readiness to respond to early warning signals of change in the organisation's internal and external environment before they escalate into crisis.
Planning strategies
The development and evaluation of plans and strategies to manage vulnerabilities in relation to the business environment and its stakeholders.
Stress testing plans
The participation of staff in simulations or scenarios designed to practice response arrangements and validate plans.