resilince strategy

1. Resilience Strategy

2. Resilience: The
New‘Buzzword’
• Resilience is a term used more and more
frequently in scientific and non-scientific
circles. ‘Everywhere you turn, the word
resilience just keeps cropping up. Like the
concept “sustainability”. It seems that
resilience is being presented far and wide
as shining goal for the future’.
• Resilience refers to striving for long
term survival and resisting the
temptations of short-term benefits
• Lee, Vargo and Seville (2013) define
resilience as ‘a multidimensional,
sociotechnical phenomenon that addresses
how people, as individuals or groups,
manage uncertainty’.

3. • For organisations, resilience is a new concept that is
combined with a new way of interpreting the
relationship between the external and internal
domains.
• The external domain considers the community, the
environment and the relationship with stakeholders to
have a significant influence on the organisation and to
be a factor which the organisation can influence.
• The internal domain considers new management
practices , and behaviours ,which allow the company
to manage turbulent times.
• It is apparent that resilience is a new ‘buzzword’ but it
is also related to the fact that our world is changing
and we need to change with it.
• We need to find a new way to relate to the
environment, a new way to build and manage
organisations and a new way to absorb and adapt to
changes on a personal level.

4. • Socio-ecological resilience can be defined as ‘the capacity of a system, be it an
individual, a forest, a city or an economy, to deal with change and continue to develop.
• It is about the capacity to use shocks and disturbances like a financial crisis or climate
change to spur renewal and innovative thinking.
• Resilience thinking embraces learning, diversity and above all the belief that humans
and nature are strongly coupled to the point that they should be conceived as one social-
ecological system’.
• Fletcher, defines it as ‘the ability to adapt to or recover from significant change and
remain productive’.
• resilience is an ‘organization’s ability to achieve high performance levels with minimal
dysfunction in an environment of constant change’

5. • Models of Resilience Organisations
• Adaptive cultures (Välikangas)
• Strategic resilience is linked to the ability to turn
threats into opportunities even before threats
become real.
• Strategic resilience is present where an
organisation owns the characteristics of
serendipity and sagacity (Välikangas, 2010,p.
22). Serendipity means the ability to learn and
find value in unplanned situations.
• Operational resilience, instead, concerns the
capacity to adapt and recover from accidents or
avoid them in the first place.
• An organisation with this attribute owns particular
skills and systems, such as robustness and
mindfulness.

6. • The tests for resilience are
also ways to prove the
existence of adaptive
capacity
• there are three different
tests:
• competition,
• legitimacy and
• sheer toughness.

7. • Välikangas suggests a three-step approach in building a more resilient organisation (Välikangas,
2010):
• 1. Managing the consequences of past performance: sometimes it would be easier to start from
scratch instead of inheriting the legacy of the past. For survival it is important to question both
success and failure in the past and build resilience for the future.
• 2. Building resilience in the organisation: there are five dimensions which contribute to making
an organisation able to adapt:
• a. Organisational intelligence: it accommodates multiple voices
• b. Resourcing: organisations are able to use resources properly for managing changes
• c. Design: organisations are robustly designed
• d. Adaptation
• e. Culture: organisations embody a mind-set not to give up
• 3. Rehearsing a culture of resilience: the journey is a never-ending one. There are different ways
to exercise resilience and to unleash human potential: creating passion for innovation, inventive
experimentation, etc.

8. • An adaptive strategy for organisational crisis planning (Somers)
• Organisations should be focused on developing structures and processes that are foundational for
the resilience potential. This potential is an asset that organisations can unleash during a crisis and is
the basis for the adaptive capacity.
• Resilience is not only the capacity to bounce back from a crisis, but it is also an active effort to
structure the organisation in a way that ensures it thrives in the face of adversity.
• . The tool is called the Organization Resilience Potential Scale (ORPS). It is an operational tool
that helps to measure resilience through six different elements (Somers, 2009):
• • Goal-directed solution seeking
• • Risk avoidance • Critical situation understanding
• • Ability to fill multiple roles
• • Reliance on information sources
• • Access to resources

9. Building agility,
resilience and
performance
(McCann,
Selsky and
Lee)

10. ➢ Enhancing business resilience and performance through sustainable leadership
practices (Avery and Bergsteiner)
❖ The sustainable leadership approach is
focused on maintaining a balance between
attention to profits, employees and the
planet.
❖ Foundations practices
❖ Higher-level practices
❖ Key performance drivers
❖ Performance outcomes

11. Organisational resilience standard
(American National Standard
for Security)
• Understand a current situation and
potential risk
• Define policies and targets to manage
risks
• Implement controls to manage the
risks defined
• Monitor the performance and
effectiveness of the operating system
• Continue to improve the system

12. Framework for Creating a Resilient Organisation

13. Gios, L. (2021). Resilience and
Strategy Execution in Public
Organisations. Springer.