This document summarizes a research study comparing organizational resilience in New Jersey and Auckland, New Zealand. The study found that organizations in New Jersey scored slightly higher in overall resilience than those in New Zealand. Both areas scored equally well in adaptive capacity and planning. The study identified several factors that positively and negatively influence organizational resilience, such as staff engagement and a silo mentality. The results provide insights on how organizations can measure and enhance their resilience through business continuity management actions and practices.
This UNC Executive Development white paper:
- Explores why resilience is more important than ever for organizations to cultivate.
- Explains the difference between wellness programs and building a resilience culture.
- Discusses why resilience should be cultivated, not just at the senior leadership level,
but at all levels in an organization.
- Offers steps HR and talent managers can take to develop resilient organizational
cultures.
- Provides examples of organizations that have engaged in a resilience initiative and
the benefits they realized as a result.
The od journey of TCS - Case study - Organizational Change and Development - ...manumelwin
Teach-Train-Transfer workshop by expert OD consultants- to explore means of institutionalizing goal-oriented performance management organization.
Personal Score Card-clearly outlined what would define goals, outputs, performance management, Economic Value adds & the ways and means for facilitating goal alignment.
Evidence-Based HR Management: What is it and what can we do about it?
Alison Eyring
Presentation to IO/Occupational/ Work Psychology Community
18 March, 2013 (Singapore)
This UNC Executive Development white paper:
- Explores why resilience is more important than ever for organizations to cultivate.
- Explains the difference between wellness programs and building a resilience culture.
- Discusses why resilience should be cultivated, not just at the senior leadership level,
but at all levels in an organization.
- Offers steps HR and talent managers can take to develop resilient organizational
cultures.
- Provides examples of organizations that have engaged in a resilience initiative and
the benefits they realized as a result.
The od journey of TCS - Case study - Organizational Change and Development - ...manumelwin
Teach-Train-Transfer workshop by expert OD consultants- to explore means of institutionalizing goal-oriented performance management organization.
Personal Score Card-clearly outlined what would define goals, outputs, performance management, Economic Value adds & the ways and means for facilitating goal alignment.
Evidence-Based HR Management: What is it and what can we do about it?
Alison Eyring
Presentation to IO/Occupational/ Work Psychology Community
18 March, 2013 (Singapore)
Provides an overview of organization development (OD), focusing particularly on the intervention processes available. Categories or types of intervention are noted, and the depth of intervention is recognised as a key decision point for OD practitioners.
Presentation based on paper submitted to a Work-Integrated Learning (WIL) conference, co-authored with Bhavana Mehta.
Paper published in the proceedings was substantially cut, losing important details. Interested individuals should contact me for detail on the Critical Thinking curriculum and assessment regime / scales.
Organization Development (OD) related diagnosis associated with the change in the ORG and the need to ensure that all people, process and technology are aligned. This looks at the need for diagnosis, theg purpose behind and the methods that allow for diagnosis.
Organizational Change and Development - Module 2 - MG University - Manu Melwi...manumelwin
Organizational development –Concept and evolution-nature and characteristics.
First order and second order Change.
Foundations of Organizational Development.
Conceptual frame work of OD –Action Research Model-Positive Model-John Kotter’s eight-stage process Model.
Parallel learning structures.
Process of organizational development – Organizational Diagnosis .
Java Aktuell Bernd Zuther Canary Releases mit der Very Awesome Microservices ...Bernd Zuther
Immer mehr Unternehmen zerschlagen ihre Software-Systeme in kleine Microservices. Wenn das passiert, entstehen mehrere Deployment-Artefakte, was nicht nur das Deployment des Gesamtsystems komplexer macht. Um diese Komplexität beherrschen zu können und die Auslieferungsmöglichkeiten einer Software zu verbessern, ist der Einsatz von Werkzeugen zur Infrastruktur-Automatisierung unumgänglich.
Bau dein eigenes extreme feedback deviceBernd Zuther
Unit Testing, Extreme Programming, Refactoring, Continuous Integration, das Agile Manifest – all das waren Meilensteine auf dem Weg zur modernen Softwareentwicklung. Doch wie behält man immer alle Aktivitäten auf dem Schirm – etwa, wenn man wissen möchte, ob der Build Server einem kurz vor dem nächsten Release einen Strich durch die Rechnung macht? Gut ist es deshalb, wenn man ein sogenanntes Extreme Feedback Device besitzt, dass uns den Status des Build Server direkt visualisiert.
In diesem Vortrag wird es darum gehen, wie man ein Extreme Feedback Device selber bauen kann. Dabei werden die folgenden Themen besprochen, wie reengineert man einen USB Treiber und was muss man tun, um einen Microcontroller, wie z.B. einen Arduino, dazu benutzen ein solches Gerät selber zu bauen.
Provides an overview of organization development (OD), focusing particularly on the intervention processes available. Categories or types of intervention are noted, and the depth of intervention is recognised as a key decision point for OD practitioners.
Presentation based on paper submitted to a Work-Integrated Learning (WIL) conference, co-authored with Bhavana Mehta.
Paper published in the proceedings was substantially cut, losing important details. Interested individuals should contact me for detail on the Critical Thinking curriculum and assessment regime / scales.
Organization Development (OD) related diagnosis associated with the change in the ORG and the need to ensure that all people, process and technology are aligned. This looks at the need for diagnosis, theg purpose behind and the methods that allow for diagnosis.
Organizational Change and Development - Module 2 - MG University - Manu Melwi...manumelwin
Organizational development –Concept and evolution-nature and characteristics.
First order and second order Change.
Foundations of Organizational Development.
Conceptual frame work of OD –Action Research Model-Positive Model-John Kotter’s eight-stage process Model.
Parallel learning structures.
Process of organizational development – Organizational Diagnosis .
Java Aktuell Bernd Zuther Canary Releases mit der Very Awesome Microservices ...Bernd Zuther
Immer mehr Unternehmen zerschlagen ihre Software-Systeme in kleine Microservices. Wenn das passiert, entstehen mehrere Deployment-Artefakte, was nicht nur das Deployment des Gesamtsystems komplexer macht. Um diese Komplexität beherrschen zu können und die Auslieferungsmöglichkeiten einer Software zu verbessern, ist der Einsatz von Werkzeugen zur Infrastruktur-Automatisierung unumgänglich.
Bau dein eigenes extreme feedback deviceBernd Zuther
Unit Testing, Extreme Programming, Refactoring, Continuous Integration, das Agile Manifest – all das waren Meilensteine auf dem Weg zur modernen Softwareentwicklung. Doch wie behält man immer alle Aktivitäten auf dem Schirm – etwa, wenn man wissen möchte, ob der Build Server einem kurz vor dem nächsten Release einen Strich durch die Rechnung macht? Gut ist es deshalb, wenn man ein sogenanntes Extreme Feedback Device besitzt, dass uns den Status des Build Server direkt visualisiert.
In diesem Vortrag wird es darum gehen, wie man ein Extreme Feedback Device selber bauen kann. Dabei werden die folgenden Themen besprochen, wie reengineert man einen USB Treiber und was muss man tun, um einen Microcontroller, wie z.B. einen Arduino, dazu benutzen ein solches Gerät selber zu bauen.
Slides de uma palestra feita no evento DevOps Summit Brasil na Microsoft.
Os melhores desenvolvedores desenvolvem os melhores aplicativos do mundo para iOS, Android, Mac OS X e Windows no HockeyApp.
Distribuir versões beta, recolher relatórios de erros ao vivo, obter feedback de usuários reais e analisar a cobertura do teste.
Traga DevOps para as suas aplicações integrando o HockeyApp com seu build e gerenciamento de Work Item.
We solve Sudoku by following certain routines in our mind. Thus we have to apply handful of patterns to solve each of these routines. I am taking just one of these patterns good enough for solving easy ones and delve in to detail.
We offer a range of small bite and mini desserts to help compliment your event perfectly! Cake flavors are listed below and include our small tiered cakes, regular and mini cupcakes. If you don’t see a flavor listed you’d like to have, let us know and we’ll work to create it for you!
National Trade Facilitation Strategy and RoadmapNotis Mitarachi
25 actions to reduce time to export by 50% and costs by 20% by 2015, thus leading to 10% increase in exports’ value, 1.7% increase of the GDP and 80,000 new jobs
Presentation by Notis Mitarachi, 01/11/2012
Collaborative Communication Skills Programme - evaluation reportAlex Clapson
Collaborative Communication Evaluation Report.
The programme aims to help practitioners think about the how, why and what of their engagement with individuals, families and colleagues and learn to build on their most effective practice. The programme also supports the development of mentors who
champion change and continue to build confidence with their colleagues, embedding the practice and influencing the wider system through multi agency workshops and addressing practicalities in system change.
The course considers the theories of human behaviour that inform professionals in their responses, the skills and strategies that effective practitioners utilise in engaging with people at times of challenge and stress and raises questions about
how well organisational systems support effective practice.
Action research is a philosophy and methodology of research generally applied in the social sciences. It seeks trasformative change through the simultaneous process of taking action and doing research which are linked together by critical reflection
IDS 401 Milestone Four Guidelines and Rubric
Analyzing an Issue or Event in Globalization through the Lenses
of the Natural and Applied Sciences and the Social Sciences
Overview
For the first part of your final project, the critical analysis portfolio, you will select a specific issue or event in globalization and critically analyze it through the
four general education lenses: history, humanities, social sciences, and natural and applied sciences. By viewing the issue or event through these lenses, you will
gain insight into how the interconnected nature of globalization affects society as well as both your own individual framework of perception and the choices,
attitudes, and behaviors of others in the world around you.
For this fourth milestone, due in Module Six, you will analyze your issue or event in globalization through the lenses of the natural and applied sciences and the
social sciences. Like Milestone Two, this task provides you with an opportunity to dive deeper into your analysis of the issuer or event through these two lenses.
Prompt
First, review your work in Modules Five and Six as well as the Four Lenses document from Module One.
Next, analyze your popular-culture artifact through the natural and applied sciences by exploring the following questions:
How does this issue or event provide a social commentary through the natural and applied sciences?
In what ways can science help resolve or enhance your issue or event?
Next, analyze your popular-culture artifact through the lens of the social sciences, and address the following:
How does this issue or event interact with the social sciences lens and impact social issues?
In what ways does the Social Science lens help articulate a deeper understanding of the social issue(s) that inform your issue or event?
This milestone provides you with a chance to practice analyzing your issue or event through these lenses and receive feedback on this practice attempt.
Note: You are completing two separate analyses: one from the natural and applied sciences and one from the social sciences. You must submit two papers in a
single Word document.
1
Be sure to use evidence from research to support your analysis. Refer to course resources, the LibGuide for this course, as well as any other pertinent resources
to support your responses. Relevant current news sources may be used with instructor approval. Incorporate instructor feedback into your final project.
The following critical elements must be addressed:
I. Lens Analysis: In this section of your assignment, you will analyze your issue or event through two of the four general education lenses.
A. Analyze your issue or event through the lens of the natural and applied sciences for determining its impact on various institutions. Utilize
evidence from research to support your analysis.
B. Analyze your issue or event through the ...
Cluster evaluation: Learning to complete the virtuous circle! - James WilsonOrkestra
Interesting article about cluster evaluation written by James Wilson in collaboration with Madeline Smith and Emily Wise for the TCI Network's 'Shared Values' publications that was distributed at the European Conference in Bulgaria (March 2018).
Similar to ThinkGRC BCI World 2016 Presentation Benchmarking Organizational Resilience (20)
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
How to Implement a Real Estate CRM SoftwareSalesTown
To implement a CRM for real estate, set clear goals, choose a CRM with key real estate features, and customize it to your needs. Migrate your data, train your team, and use automation to save time. Monitor performance, ensure data security, and use the CRM to enhance marketing. Regularly check its effectiveness to improve your business.
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
In the Adani-Hindenburg case, what is SEBI investigating.pptx
ThinkGRC BCI World 2016 Presentation Benchmarking Organizational Resilience
1. Benchmarking Organizational Resilience:
a Cross Sectional
Comparative Research study conducted in the
state of New Jersey, USA
Dr. Bernard A. Jones, MBCI, CBCP, CORP, ITIL v.3
Founder & Owner - ThinkGRC
Visit us at: thinkgrc.com
2. • Food forThought
“And I am also here to say that if something were to happen, we are prepared
to respond swiftly, to respond effectively, and to respond strongly. That is our
tradition as a country. And that is a tradition that we will uphold, regardless of
any circumstance because this nation is one that is very, very strong and,
indeed extraordinarily resilient.”
Remarks made by SecretaryJanet Napolitano at the National Press Club, Release Date: April 16,
2010,Washington, D.C. National Press Club
3. Introduction
Why conduct research on organizational resilience?
Linkage between organizational resilience and business continuity
Need to expand from traditional business continuity “planning” only
Identification of the problem
“resilience” is hard to define, let alone measure!
Proper “measurement” leads to an opportunity to “improve”
Organizational Resilience Benchmark/Measurement Tool
After years of research, a resilience measurement tool has evolved
Significant enhancement have yielded a reliable measurement tool
My professional and personal “passion”
Professional passion:
Utilizing an “outside of the box” approach to enhance COOP
Personal passion:
Super Storm Sandy phone calls from friends & small business owners
4. Abstract
My research evaluated the resilience of organizations throughout the state of New
Jersey and compared the findings with a similar study conducted in Auckland, New
Zealand.
The research then provided valuable information on organizational resilience strengths
and weaknesses enabling New Jersey based organizations to learn their resilience
posture and begin to develop a business case for additional investment in
organizational resilience.
An important aspect of this comparative research study was to identify any behavioral
or cultural differences between the resilience of New Jersey and Auckland
organizations.
The presentation will present these and other interesting findings from this landmark
research study comparing organizational resilience in the United States and New
Zealand.
5. Research Questions
What social or behavioral factors influence and determine organizational
resilience among the participating organizations in New Jersey?
What conclusions can be drawn from the data collected from this
research about organizations in New Jersey?
What conclusions can be drawn when comparingAuckland, New Zealand
organizational resilience research results with results drawn from this
research study?
6. Organizational Resilience BenchmarkTool
Progression
• Larry A. Mallak (1998)
– initially developed the organizational resilience benchmarking tool
• Scott Mc Manus (2007)
– Performed interviews to assess the resilience of NZ case study orgs.
– 3 “resilience dimensions” identified:
• Situational Awareness, KeystoneVulnerabilities, Adaptive Capacity
• Amy Stephenson (2010)
– Further refined the survey tool using Factor Analysis
– 2 “resilience dimensions” remained:
• Situational Awareness, Adaptive Capacity
• Future research ---- my research study
7. Reference: http://www.resorgs.org.nz
Organizational Resilience Dimensions:
• Adaptive Capacity:
– An organization’s ability to adapt is at the heart of its ability to
display resilient characteristics. Resilience as adaptive behavior is
increasingly being applied to the business environment to help
explain how organizations manage the balance between stability and
change
• Planning Indicators:
– The development and evaluation of plans and strategies to manage
vulnerabilities in relation to the business environment and its
stakeholders as well as to engage in overall crisis/disaster planning &
preparedness (i.e. creation of plans, training and awareness and
conducting exercises and simulations)
10. Results & Findings (cont.)
Overall Resilience Score
New Jersey 68.60%
New Zealand 65.23%
Resilience Score by “Dimension”
Adaptive Capacity
New Jersey 68.59%
New Zealand 72.66%
Planning
New Jersey 68.60%
New Zealand 57.8%
11. Results & Findings (cont.)
Resilience Score by Resilience Indicator
• Adaptive Capacity New Jersey New Zealand
Leadership 72.88% 69.66%
Staff Engagement 74.46% 71.81%
SituationalAwareness 72.63% 77.29%
Decision Making 72.23% 74.80%
Innovation & Creativity 68.03% 71.69%
Partnerships 63.02% n/a
Knowledge Usage 68.38% 71.28%
Silos 60.85% 73.27%
Internal Resources 64.83% 71.45%
• Planning New Jersey New Zealand
Unity of Purpose 71.28% n/a
Proactive Posture 69.65% 70.06%
Planning Strategies 66.34% 45.55%
StressTesting Plans 67.15% 56.60%
12. Results & Findings (cont.)
Overall Resilience Score by Industry Sector
Industry Sector New Jersey New Zealand
Education 68% 66%
Finance and Insurance 79% 63%
Health and Community 68% 76%
Manufacturing 59% 64%
Property/Services 65% 65%
RetailTrade 58% 66%
13. Summary & Conclusions
Research Question #1 (Social/behavior influences impacting resilience)
Positive Impact:
Staff Engagement (74.6%) – Openly and encouraging staff
engagement
Leadership (72.88%) – Projecting strong crisis
leadership
Negative Impact:
Lack of building partnerships (63.02%) – Not seeking to building
internal & external partnerships
Exhibiting a Silo mentality (60.85%) – Allowing ‘silos’ to exist within
the organization
14. Summary & Conclusions (cont.)
Research Question #2 (Conclusions drawn from New Jersey)
New Jersey scored equally good at Adaptive Capacity and Planning
Most resilient industry sectors: Finance/Insurance & Education
Least resilient industry sectors: RetailTrade & Manufacturing
Open-ended qualitative question on recent crises:
Overwhelming response : Super Storm/Hurricane Sandy
Highest scoring questions:
Staff have access to someone with decision making authority (Decision-making)
Staff accept that management make decisions with little consultation (Leadership)
Lowest scoring questions:
Staff are encouraged to move between departments and roles to gain experience (Silo)
Managers monitor workloads and reduce them when they are excessive (Leadership)
15. Summary & Conclusions (cont.)
Research Question #3 (Compare New Jersey and New Zealand results)
New Jersey overall resilience score (68.60%) slightly higher than New Zealand
(65.23%)
Most resilient Industry sectors
New Jersey: Finance/Insurance & Education
New Zealand: Health and Community & Education
New Jersey better at planning than New Zealand
New Zealand scored higher overall in adaptive capacity versus New Jersey
Additional research is needed to determine cultural and/or behavioral differences
16. Takeaways on how to enhance organizational
resilience:
Evaluate the effectiveness of BCM through measuring resilience
Follow a 4-Step process (continuous loop):
1. Measure Resilience Baseline
2. Perform a BCMAction (see sample list below)
3. Measure Resilience Improvement
4. Evaluate andCompare BCMAction
– (go back to step 1)
Examples of BCM Actions to perform
Development of a BCM policy document
Defining roles and responsibilities
Analyzing gaps in training and awareness
Conducting business impact analyses across locations, BUs
Increased involvement in industry groups
Promote thinking outside of the box when it comes to thinking about crises and
responses
17. Takeaways on how to enhance organizational
resilience:
Try to minimize any ‘silo mentality’
Silos are created when physical, cultural, social, or communication
barriers isolate or separate people, processes or information in a way
that prohibits effective working
Provide an induction process for employees including risk awareness and
incident management
Ensure that senior management is trained and aware of their responsibilities
Gain knowledge of third party providers’ impacts (contractual arrangements
include proof of continuity of service) and build crisis contexts into
contractual arrangements
Conduct crisis planning with other organizations
18. Takeaways on how to enhance organizational
resilience:
Conduct multi-business unit scenario exercises to identify cross business consequences
Conduct ‘scheduled’ sessions or a mechanism for considering the ‘what-ifs’
Set aside time and resources for ‘what-if’ thinking
Establish good relationships with the community
Involve other organizations in exercises to test plans
Participate in and conduct exercises!
Conduct staff training to notice, report and review problems/situational or
environmental (i.e. business changes) changes
19. Takeaways on how to enhance organizational
resilience:
Allow for open input from all into decision making (where appropriate)
Understand that crisis management processes allow/require quick decisions
Ensure that roles and responsibilities are understood and that everyone knows how
decisions will be made in a crisis
Regularly exercise and practice response arrangements
Don’t continue to allow poor preparedness and ‘winging it’ in a response
Reward risk taking
Innovation should be encouraged at all levels of the organization
20. THANKYOU
• A special thanks goes out to my Doctoral
Committee at New Jersey City University and
to my colleagues at Resilient Organisations in
New Zealand
Visit us at: thinkgrc.com