Programs, Architecture & Analytics

Business Resilience Indicators

Business Resilience IndicatorsThe research conducted by the researchers at ThinkGRC focused on the 13 organizational resilience indicators born out of previous research started in New Zealand.  The 13 business resilience indicators are provided below along with definitions.  Each of the indicators below provide insight into the specific areas that businesses can identify where resilience strengths and weaknesses reside.  Collectively all of the indicators as a whole identify the business resilience score, which each individually can be measured and analyzed separately.  This approach provides a very comprehensive way of measuring your business’ resilience.  

  • Minimization of silo mentality
    • Minimization of divisive social, cultural and behavioral barriers, which are most often manifested as communication barriers creating disjointed, disconnected and detrimental ways of working
  • Capability & capacity of internal resources
    • The management and mobilization of the organization’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
  • Staff engagement & involvement
    • The engagement and involvement of staff who understand the link between their own work, the organization’s resilience, and its long term success. Staff are empowered and use their skills to solve problems.
  • Information & 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.
  • Leadership, management & governance structures
    • 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
  • Innovation & 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.
  • Devolved & responsive 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 in, or are able to make, decisions where their specific knowledge adds significant value or where their involvement will aid implementation.
  • Internal & external situation monitoring & reporting
    • 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.
  • Planning strategies
    • The development and evaluation of plans and strategies to manage vulnerabilities in relation to the business environment and its stakeholders
  • Participation in exercises
    • The participation of staff in simulations or scenarios designed to practice response arrangements and validate plans
  • Proactive posture
    • A strategic and behavioral readiness to respond to early warning signals of change in the organisation’s internal and external environment before they escalate into crisis
  • Capability & capacity of external resources
    • 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
  • Recovery priorities
    • An organization-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

*Source: Stephenson (2010, p. 245).

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