Building business Resilience in Practice SGDen2022
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The document discusses the importance of building business resilience in today's environment of frequent disruptive changes and new threats. It outlines a framework with five steps to enhance resilience, which includes raising awareness, running crisis simulations, and shaping a resilient culture within organizations. The author advocates for a collaborative approach, enabling diverse decision-making networks to ensure continuity in business operations.
Building business Resilience in Practice SGDen2022
- 1. D I A Z M A R O T O A G I L E C O A C H I N G Building Business Resilience in Practice
- 8. Building Resilience became a key factor in any business strategy
- 10. Choose ... adversity or trauma.
- 12. Ability to adapt to a disturbing agent or an adverse state or situation.
- 14. Business Resilience: the ability to rapidly adapt and respond to business disruptions, safeguard people and assets, while maintaining continuous business operations.
- 15. Why now?
- 16. New threats
- 18. Bigger impact
- 19. Frequent disruptive changes is the new normal.
- 20. Agility is necessary, but not enough
- 22. A new ability
- 23. 5 Steps to Build business Resilience
- 24. Raise awareness from a systemic perspective
- 26. Dimensions of Business Resilience Market - market position, reputation, market share, marketing, sales M H F O Financial - finances, accounting, administration, procurement, auditing, legal Human Capital - organisational structure, culture, governance, policies, talent acquisition and retention Operational - production, supply chain management/ distribution/logistics
- 28. Resilience and complexity In Chaos, practice is generally novel, either by accident or, in the liminal area, by design. In the liminal area of Confused, practice is aporetic - the deliberate creation of paradox and puzzlement to get people thinking differently.
- 30. Resilience and Disruptive Innovation Framework DEFINITION IMPLEMENTATION RESPONSE EVALUATION M H F O Resilience Development Team Business Resilience Repository
- 32. Quick Crisis Simulation (QCS) cycle DEFINITION IMPLEMENTATION RESPONSE EVALUATION M H F O Stakeholders Resilience Development Team Business Resilience Repository M H F O Impact Analisys Action Design Scenario Response Evaluation Scenario Response Confirmation
- 34. Quick Crisis Simulation (QCS) Response
- 36. Business Resilience Repository Owner Allies Impact Action Action Action Owner Allies Impact Action Action Action Owner Allies Impact Action Action Action Owner Allies Impact Action Action Action Trigger Trigger Trigger Trigger Timing Timing Timing Timing Timing Timing Timing Timing Timing Timing Timing Timing
- 37. Full Crisis Simulation (FCS)
- 38. Full Crisis Simulation (FCS) cycle DEFINITION IMPLEMENTATION RESPONSE EVALUATION M H F O Stakeholders Resilience Development Team Business Resilience Repository Proposed Scenario Response Scenario Design Team Focus Area Community Resilience Development Team GOV Resilience Development Team Resilience Development Team Stakeholders Focus Area Community M H F O Disruptive Scenario Description Reviewed Scenario Response Confirmed Scenario Response Futures thinking OSCR Simulation Review Resilience Strategy comitee
- 39. Activate new collaboration structures and governance strategies
- 40. Don't be alone
- 41. Enable cross-functional cross- department and cross-organization networks
- 42. Enable more decision makers
- 45. Large resilient organizations are networks of inter-related and diversified startup "farms".
- 46. Large resilient organizations are networks of inter-related and diversified startup "farms".
- 47. Shape a resilient culture
- 49. New Mindset
- 50. New level of responsibility: To do whatever is in your hand to ensure the continuity of the business.
- 51. Building Resilience became a key factor in any business strategy.
- 52. What to do now?
- 53. ....
- 54. Run your first crisis simulation.
- 55. Angel Diaz-Maroto www.dmagilecoaching.com linkedin.com/in/adiazmaroto Certified Scrum Trainer (CST), Certified Enterprise Coach (CEC) & Certified Agile Leadership Educator (CALE) by the Scrum Alliance — Professional Certified Coach by the International Coach Federation. Some of our customers