1. CSARN Conference

2.  Business Continuity + ?
 Good business planning?
 Common Sense?
 Collaborative working?
 Enterprise Risk Management?
 Glorified Corporate Security
Resilience through leadership 2

3. Resilience through leadership 3
 Organisational Resilience is:
» A people centric capability based on the strategic co-ordination of organisational
resources, adaptive leadership, intelligence, communication and staff development
which enables the identification and analysis of strategic threats through shared
situational awareness. This enables the preparation, education, contingency
planning to enable effective resistance to hazards, multi-level response, recovery
and operational sustainability. This is underpinned by a learning culture to drive
positive adjustment and adaptation during periods of uncertainty.

4. Resilience through leadership 4
 Organisational Resilience is:
» A people centric capability based on the strategic co-ordination of organisational
resources, adaptive leadership, intelligence, communication and staff development
which enables the identification and analysis of strategic threats through shared
situational awareness. This enables the preparation, education, contingency
planning to enable effective resistance to hazards, multi-level response, recovery
and operational sustainability. This is underpinned by a learning culture to drive
positive adjustment and adaptation during periods of uncertainty.

5.  Organisational Resilience is only one piece of the jigsaw
 Important to developing resilience within the community
 Relies on the resilience of its staff
Resilience through leadership 5
National Resilience
Community
Resilience
Organisational
Resilience
Team
Resilience
Individual
Resilience

6.  Financial Impact - “As of May 2014, the economic cost of the damage is still being
determined, but in February 2014 the accountancy firm PWC estimated costs at around
£630 million, and routinely the annual cost of flooding is now around £1 billion.” RUSI
2014
 Reputational Impact – Tescos
 Not just caused by large scale shocks – can be caused by slow burn deep rooted issues
within corporate culture
 Interconnected environment can spread shocks across the globe – “We live in the most
complex, interdependent and interconnected era in human era…This new leadership
context requires successful organisations to master strategic agility and to build
resilience.” WEF 2013
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7. Resilience through leadership 7
39%
Strategic
28%
Operational
19%
Hazard
14%
Financial
Organisation
Demand shortfall
Customer retention
Integration problems
Pricing pressure
Regulation
R&D
Industry or sector
downturn
Joint Venture or Partner
losses
Macroeconomic
Politic issues
Legal issues
Terrorism
Natural disasters
Debt and interest rates
Poor financial
management
Asset Losses
Goodwill and
amortisation
Accounting problems
Cost overrun
Operating controls
Poor capacity
management
Supply chain issues
Bribery and corruption
Regulation
Commodity prices

8. Resilience through leadership 8

9. Resilience through leadership 9

10.  Understand and analyse market Trends, threats and
risks
 Assess and consider potential opportunities to exploit
 Develop adaptive leadership framework
 The development of a Learning culture
 Double loop learning methodology
Resilience through leadership 10

12. Gracey Organisational Resilience Model ©
Resilience through leadership 12
• Business threats
• Strategic trends
analysis
• ERM
• Financial
management
• Auditing
• HSE
• Benefit Realisation
• Disruptive Event
Management
• BCM
• Disaster Recovery
• Corporate Security
• Corporate Social
Responsibility
• Strategic Planning
• Stakeholder
Engagement
• Market Analysis
• Benefit
Identification
• Strategic Workforce
Management
• People Development
Strategy
• Training Strategy
• Strategic Continuous
Improvement
• Org Structure
• R&D
• Business Policy &
Standards
• Technological
architecture
• Business Culture
• Corporate
Sustainability

13. Resilience through leadership 13

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15. Resilience through leadership 15
Corporate
Tactical
Operational
Individual
 Investment in Organisational Resilience
increases capability to manage a Crisis
 Regular training, education and horizon
scanning keeps company personnel
informed
 Enables organisations to continue
operating and adapt to the market post
event – gives a competitive edge
 Case studies
» Walmart & Hurricane Katrina
» Morgan Stanley 2001 (Rescorla)
» BONY vs Sandler O’Neil

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