Organisational Resilience

10 years of learning from crisis and disruption – Tip 3: Collaborate for Success

10 years of learning from crisis and disruption - Tip 3: Collaborate for Success

Collaborate for Success explores how building relationships with other organisations is important during a crisis.

These handouts are part of our 'Top Tips for Organisations Navigating Crisis and Disruption' series marking the 10th anniversary of the devastating 22nd of February Canterbury, NZ earthquake.

These lessons have been learnt through our years of research and working with organisations to build their resilience. Gathering data from thousands of businesses impacted by the Canterbury earthquakes, by COVID-19, and other national and international disruptive events.

10 years of learnings from crisis and disruption – Tip 2: No Organisation is an Island

10 years of learning from crisis and disruption - Tip 2: No Organisation is an Island

Following on from last week's 'Looking after your Leaders' tip, we have 'No Organisation is an Island' discussing our top tips for dealing with supply chain disruption.

These handouts are part of our 'Top Tips for Organisations Navigating Crisis and Disruption' series marking the 10th anniversary of the devastating 22nd of February Canterbury, NZ earthquake.

These lessons have been learnt through our years of research and working with organisations to build their resilience. Gathering data from thousands of businesses impacted by the Canterbury earthquakes, by COVID-19, and other national and international disruptive events.

 

10 years of learnings from crisis and disruption

10 years of learnings from crisis and disruption - Tip 1: Looking after your Leaders

 

This month marks the 10th anniversary of the devastating 22 February Canterbury, NZ earthquake. To mark this milestone, we are sharing our top tips for organisations navigating crisis and disruption.

We have learned these lessons through our years of research and working with organisations to build their resilience. We have gathered data from thousands of businesses impacted by the Canterbury earthquakes, by COVID-19, and other national and international disruptive events.

We start with a tip very relevant to our current challenging times - looking after your leaders.

Building resilience in 2020

Building resilience in 2020

The construction industry has been left reeling from the body blow delivered by COVID-19. But this will pass, and being resilient will help navigate the crisis and prepare for recovery and future opportunities.

COVID-19 has impacted every corner of society and will do so for many months to come. With most construction work initially suspended, construction companies have struggled to manage cash flow, retain staff and remain viable.

There is some light at the end of the tunnel for the sector with the government’s pledge to fund significant built infrastructure projects. The challenge is bridging this immediate crisis and positioning to excel and take advantage of the economic stimulus activities.

Continue reading the full article.

Building risk management strategies into the vertical construction sector

Building risk management strategies into the vertical construction sector

Achieving a high level of productivity in the construction industry remains challenging. Within the sector, there are also differentiated performance outcomes between the horizontal and vertical construction sector. The recent successes of horizontal infrastructure projects such as the Northern Toll Road Gateway, Waterview Project, and Christchurch Infrastructure Recovery are in contrast to ongoing challenges faced by the vertical construction sector and hence present a unique opportunity for cross-sectoral learning.

A project team, including researchers from Resilient Organisations, Market Economics, and the University of Auckland, has published a  preliminary report from a comparative analysis of the vertical and horizontal construction sectors looking at what causes the varied performance between the two sectors. The report is the outcome of wide-ranging discussions across both vertical and horizontal sectors,  on risk management practice and the enabling factors that drive better risk management practice and productivity performance. The aim is to help initiate practice change in supporting the construction sector to improve risk management behaviours, boost confidence and enhance performance of the sector.

Read the full report

Keeping up with an evolving strategic risk landscape

Keeping up with an evolving strategic risk landscape 

By Erica Seville

The insurance sector, like many others, is at an interesting juncture, as the nature of the strategic risks facing the sector evolves and anticipated time-frames for change shorten.  At first glance, it is a sector populated by well capitalised, established and large incumbents.  It is a sector selling products that consumers need - and are likely to need more of in the future.  And yet, for all those positives, one also gets the sense that this is also a sector ripe for potential disruption.

Last week,  Resilient Organisations Executive Director, Erica Seville, presented at the AON Hazards Conference.  The theme for this year’s conference is apt - (R)evolution of Risk.  As our climate, society and technology changes at an ever-increasing rate, insurers face particular challenges to understand and price risk effectively.  This, coupled with growing expectations from customers requires that insurers shift gears for how they think about and manage risks.

None of us has a crystal ball.  Odds are, the changes that occur will not be the ones we are expecting.  We know that traditional ways of managing risks aren’t very effective at dealing with left-field events (the unknown unknowns).  To deal with these sorts of risks, we need to focus more on shoring up the key attributes that grow resilience in an organisation: building a solid foundation of good leadership and culture throughout our organisations; focusing on buildings networks and relationships that provide support and buffering during times of turbulence; and fostering an organisational attitude and posture that is proactive and positive towards change.  There is no rocket science about these three fundamentals – they are talked about in just about every management textbook.  But all too often good practice isn’t common practice.

The innovation, creativity, and adaptability that will be needed to keep up with our evolving strategic risk landscape needs to be built now. This is a timely reminder for us all to think about how our own organisations measure up on these fundamental aspects of resilience.

Mental Health Awareness Week coaching special

Resilience coaching special offer

We know that being the business continuity or resilience champion in an organisation can be both personally and professionally challenging. In acknowledgement of Mental Health Awareness Week, we are offering a special on our one-on-one organisational resilience professional development coaching. Connecting with others and sharing problems (and successes) can be a key part of managing your own wellbeing.

Our coaching and mentoring programme is an opportunity to build your (or your team’s) resilience understanding and capability and offers a safe space to troubleshoot and strategise on how to achieve change in your organisation.

Board’s Role in Crisis

Calling all board members and CEOs - A Board's Role in Crisis

  • Have you been on a Board of Directors or a CEO of an organisation that experienced a crisis within the last 10 years?
  • Do you feel you learned from that experience?
  • Would you like to share your experience to help others facing crises in the future?
We’d like to talk to you!

We are particularly interested in talking with Chairs, Directors and CEOs of organisations that provide of essential community services such as food, water, health, energy, communications, transportation, and banking.

WHAT DO WE NEED FROM YOU?

1-2 hours of your time to meet with you at your convenience to gain your insights and professional experience on the role of the Board in times of crisis.

INTERESTED?

Please contact Erica Seville, [email protected] or +64 (0)21 456 706.

THE PROJECT

The aim of this project is to create a guide for Boards of Directors to use in preparation for and in times of crisis. It will summarise the experiences of boards who have navigated through crisis, considering what worked, what didn’t, and what they would have done differently. All lessons will be confidential, and not attributed to any one person or organisation.

The focus will be on critical infrastructure organisations, and aims to extract lessons learned on the role, behaviours, and leadership of boards. We are looking to interview individuals to capture different perspectives on the board’s role in crisis, including Chairs of the Board, Directors on the Board, and CEOs of critical infrastructure organisations who have faced significant crisis within the last 10 years. This may include experience of natural disaster, reputational risk, health and safety incidents, cyber-attack, public safety concerns, or any other crisis.

This research is a collaboration between Resilient Organisations, QuakeCoRE, and the New Zealand Institute of Directors.

Resilient Organisations’ researchers are leading this project. Resilient Organisations Ltd is a research and consulting group passionate about building future fit organisations ready to adapt and thrive in any environment. The Resilient Organisations team are world leading resilience experts, who have worked in resilience enhancement for 14 years. They are the experts in translating cutting-edge research into practical real world advice for organisations, communities, and businesses of all sizes.  To find out more visit www.resorgs.org.nz.

This project is funded by QuakeCoRE, which is a Tertiary Education Commission funded Centre of Research Excellence focused on transforming the earthquake resilience of communities and societies.  QuakeCoRE does this through innovative world‐class research, human capability development, and deep national and international collaborations. QuakeCoRE’s vision is of an earthquake-resilient Aotearoa New Zealand where thriving communities have the capacity to recover rapidly after major earthquakes through mitigation and pre-disaster preparation informed by internationally-leading research excellence.   To find out more visit www.quakecore.nz.

The Institute of Directors is partnering on this research to share the findings with the broader governance community. The Institute of Directors in New Zealand connects, equips and inspires its more than 9,000+ members, to add value across New Zealand business and society. Through thought leadership, our extensive network, professional governance courses, events, and resources the Institute of Directors mission is to inspire and equip people in governance to add value across New Zealand business and society.  To find out more visit www.iod.org.nz.

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