About Organizational Resilience
- What is it that makes some businesses able to not only survive, but also thrive in the face of constant change and disasters?
- Over the years, research has shown that what’s known as business resilience, is the key driver for an business’s ability to survive ongoing change and disaster events.
- As defined by the British Standard, BS65000 in 2014, “organizational resilience is the ability of an organization to anticipate, prepare for, respond to, and adapt to incremental change as well as sudden disruptions, in order to survive and prosper”.
- More recently, much more focus has emerged around resilience and specifically with regard to business resilience.
- What is important to note is that business resilience is not just based on the context of disasters, but more importantly, it is based on adaption to day-to-day operations.
The Importance of Business Resilience
- Global turbulence is expected. Competition, instability and uncertainty are constants in a changing world. Businesses face an unprecedented and growing number of potential disruptions to the best laid strategic plans.
- As history repeats itself, to survive and prosper in this new environment of heightened uncertainty and change, prominent businesses will fail unless they move past traditional risk management and governance models and focus instead on resilience.
- Resilience applies at all levels: national, regional, organizational.
At the national level, major infrastructure concerns and societal institutions must be robust enough, and unencumbered by legal and regulatory constraints, to serve the national good in normal operations, in crisis, and in recovery.
- At the regional levels, specific infrastructure assets come together in highly interdependent ways to serve local constituents and be a part of a national infrastructure.
- Our focus, business resilience, (which owns or operates the vast majority of our critical infrastructure assets), is where individual companies work to ensure their business operations and service delivery capacities remain able to perform their primary business functions.
ThinkGRC’s Business Resiliency Index Tool
- The Business Resiliency Index Tool© is a survey intended to measure the resilience of an organization, allowing them to benchmark against other organizations in the same or related industries.
- Such benchmarking can support sector and supply-chain resilience initiatives as well as provide the organization with a self-analysis of resilience strengths and weaknesses to support the Business Case for internal resilience initiatives.
- The tool is a self-report survey intended to be taken by as many individuals within an organization as possible to provide a comprehensive view of the organization.
- The survey is in two forms, one for all employees and a second for completion by the CEO or other senior executives, which includes additional demographic and business performance measures on the organization.
Resilience Indicator Overview
- Leadership & Culture
- Change Ready
On the following slides, each category is presented along with the underlying resilience indicators which make up that category.
* Resilient Organisations is a trans-disciplinary public good science research organization based at the University of Canterbury.
Business Resilience Indicators Defined
- 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 organizational goals.
- Staff Engagement: 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.
- Situation Awareness: Staff are encouraged to be vigilant about the organization, its performance and potential problems. Staff are rewarded for sharing good and bad news about the organization including early warning signals and these are quickly reported to organizational 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.
- Unity of Purpose: An organization wide awareness of what the organization’s priorities would be following a crisis, clearly defined at the organization level, as well as an understanding of the organization’s minimum operating requirements.
- Proactive Posture: A strategic and behavioral readiness to respond to early warning signals of change in the organization’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.
- Effective Partnerships: An understanding of the relationships and resources the organization might need to access from other organizations 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: Minimization of divisive social, cultural and behavioral 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 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.
Business Resiliency Index Survey Tool Overview
- Based on doctoral research, ThinkGRC’s Business Resiliency Index survey tool will identify your organization’s resilience index.
- The Business Resilience tool is comprised of 60 questions covering each of the 13 resilience indicators.
- Once completed, an overall resilience index score is identified which determines where your organization stand.
How the Business Resiliency Index Works
- With the Business Resiliency Index Tool, a series of statements are included for each indicator.
- Respondents are asked to indicate how much they agree, or disagree, with the statement on a Likert scale (an five point graduated scale ranging from strongly disagree to strongly agree).
- An important feature of the Business Resiliency Index Tool is that it is designed to be both answered by senior managers and staff across an organization, so that an organization-wide view of resilience can be obtained.
- Lastly, organizations will not only obtain an overall resilience index score, but can obtain an index score at the indicator level.
- Organizations can learn their resilience strengths and weaknesses across different areas.
Where does your Company Rank?
Once your organization completes the ThinkGRC Business Resiliency Index Survey Tool, the “resilience rating” will fall within the categories depicted in the legend shown on the left.
Take the Business Resilience Index Survey
- It should only take about 5-10 minutes.
- At the end you will be presented with your Business Resiliency Index score.
- This score will rank the maturity of your Business Resiliency Program.
- Learn more and contact ThinkGRC for ideas on how to improve your score.