How to build Business Resilience in practice
In order to ensure the continuity of a business, Building Resilience must be a key factor in the organizational strategy. In this session you will learn a simple and effective framework to develop business resilience in your organization. As part of this framework, I will explain how to run crisis simulations and how those simulations help organizations not only to be prepared to overcome extreme changes in the market and adapt more quickly to new conditions, but also to become the disruptive change within the market. Before COVID-19, 2,000 companies participated in the 2019 Global Crisis Survey, 69% have experienced a crisis in the last 5 years and just under 20% say they have been harmed by such experience. Meanwhile, more than 40% say they are "in a better place" after the crisis. We are now going through a global crisis and we are all experiencing the effect of being unprepared. Some companies will end up strengthening in the new normal, others will end up destroyed. Even in 2019 only 5% of surveyed companies stated that they do not expect to experience a crisis in the future, and that was before COVID-19. What will this crisis bring to your business? Is your company ready for the next disruption? Do you decide to prepare or accept the cost of not being ready?
Recommended
More Related Content
Similar to How to build Business Resilience in practice
Similar to How to build Business Resilience in practice (20)
More from Angel Diaz-Maroto
More from Angel Diaz-Maroto (20)
Recently uploaded
Recently uploaded (20)
How to build Business Resilience in practice
- 1. Building business resilience in practice B Y A N G E L D I A Z - M A R O T O dmagilecoaching.com
- 3. Ability to adapt to a disturbing agent or an adverse state or situation. @angeldiazmaroto
- 5. "Particularly tough events can harm us psychologically. In contrast, milder problems help people develop their ability to cope with periods of emotional pain and trauma." - Association for Psychological Science, USA @angeldiazmaroto
- 7. Q1. Can we mitigate trauma? @angeldiazmaroto
- 8. Q2. Can we take advantage of this phenomenon in our businesses? @angeldiazmaroto
- 9. Building Resilience must be a key factor in the organizational strategy @angeldiazmaroto
- 12. Business Resilience: the ability to rapidly adapt and respond to business disruptions, safeguard people and assets, while maintaining continuous business operations. @angeldiazmaroto
- 16. Frequent disruptive changes is the new normal. dmagilecoaching.com
- 17. Agility is necessary, but not enough dmagilecoaching.com
- 18. Can we take advantage of our experience with Agile to foster resilience? @angeldiazmaroto
- 21. A framework to build business resilience @angeldiazmaroto
- 22. How to nurture resilience "in 5 steps" @angeldiazmaroto
- 23. Q2. If crises are a growth opportunity, why to wait? @angeldiazmaroto
- 25. Prepare Simulate Learn Implement Global cycle (every 1 to 2 quarters) www.dmagilecoaching.com
- 26. Define Focus Scenarios External Forces Context factors Critical uncertainties Impact analysis Stories & indicators Simulation Integration
- 30. Define scenario Focus area
- 33. Critical Uncertainties @angeldiazmaroto Car sharing Self driving Political Economical Social Tecnological Legal Enviromental
- 34. Discover & describe Scenarios @angeldiazmaroto Car2Go Scenario e-tron Scenario Tesla Scenario Uber-Aurora scenario Car sharing Car ownership Self driving human driving
- 35. Choose Scenario @angeldiazmaroto Citybee Scenario e-tron Scenario Tesla Scenario Uber-Aurora scenario Car sharing Car ownership Self driving human driving
- 38. Define response Focus area
- 41. It is not possible to predict the future but we can learn from "living" future scenarios. @angeldiazmaroto
- 42. What can we learn from crisis simulations? @angeldiazmaroto
- 43. a) Identify patterns and good practices that should / can be implemented in an improved Business continuity plan @angeldiazmaroto
- 44. b) Identify innovation opportunities
- 45. c) Learn how to Swarm
- 47. 2. Activate new informal Structures @angeldiazmaroto
- 49. Enable cross-functional cross-department and cross-organization networks @angeldiazmaroto
- 50. Build a inter-department & Inter- organization community @angeldiazmaroto
- 51. 3. Implement dynamic governance strategies @angeldiazmaroto
- 52. Enable more decision makers @angeldiazmaroto
- 53. @angeldiazmaroto
- 56. Large resilient organizations are networks of inter-related and diversified startup "farms". @angeldiazmaroto
- 57. Large resilient organizations are networks of inter-related and diversified startup "farms".
- 58. 5. Shape a resilient culture @angeldiazmaroto
- 61. Employee responsibility: Do everything possible so that the business is sustained over time dmagilecoaching.com
- 62. Belonging Purpose Shared responsibility Trust Collaboration Acceptance Optimism Long term thinking Solution Focus @angeldiazmaroto
- 63. @angeldiazmaroto
- 64. Certified Scrum Trainer (CST) Certified Enterprise Coach (CEC) & Certified Agile Leadership Educator (CALE) by the Scrum Alliance. Professional Certified Coach (PCC) DM AGILE COACHING Founder, coach & trainer ANGEL DIAZ MAROTO dmagilecoaching.com
- 65. Business resilience B Y A N G E L D I A Z - M A R O T O dmagilecoaching.com