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In addition to the narrative and programmes detailed across this website, the CORP™️ Academy’s approach can also be summarised by reference to Resilience 6™️. This represents six simple, universal principles or truths about organisational resilience, presented in the form of a handrail or pointers which allow practitioners to navigate their way through the subject without the diversion of complex language, models or frameworks.
ONE: Resilience speaks to organisational success and longevity.
This is NOT a definition of resilience within an organisational setting, and nor does it pretend to be one. For it to be true, practitioners must accept resilience as a strategic concept and one which deserves Board-level attention. Resilience determines how an organisation operates and how long it will survive, and practitioners should recognise resilience as a key part of the organisation's ambitions for growth.
However we choose to define it, we absolutely must embrace the concept of resilience as something more than simply how the organisation responds to stress events or how it protects itself from specific threats.
TWO: Organisational resilience can be measured and assessed.
Resilience can be measured and assessed in a number of ways, and identifying the various components of resilience capability can provide a particularly useful frame against which to report performance and maturity. Resilience is a whole-organisation concept, and any effort to measure or assess performance or maturity must reflect this.
However we choose to measure it, the frame or model we use must reflect a range of components, including those which reference learning and values, in addition to organisational skills and resources.
THREE: Every organisation has been exposed by the COVID-19 pandemic.
Perhaps an obvious truth, but it is critical that organisations seek to understand and learn from their exposure to the pandemic, even those which have been able to post improved results during the period. Very simply, exposure is a measure of the organisation’s ability and capacity to get things done, illustrated particularly well by those which moved quickly to exploit the opportunities and fill the spaces created by the crisis.
Learning remains the Achilles’ heel for many organisations and individuals alike, and it is vital that any post-crisis learning exercise truly embraces resilience thinking.
FOUR: Considerations of risk and resilience are inseparable.
Resilience, when considered as an outcome, represents the degree to which the organisation has been successful in managing its strategic-level risks. But importantly, resilience also helps to define the organisation’s risk landscape - that is, the context within which the organisation’s strategy is executed. Put another way, the reason the organisation needs a strategy for delivering its objectives is due to the presence of risk, and its success and longevity will depend on that strategy being an appropriate one. See point #1, above.
The significance of risk to our consideration of resilience highlights the importance of the organisation’s risk reality - a measure of the risks the organisation actually faces, rather than simply a sense of those which the organisation might be comfortable with.
FIVE: The organisation’s wider environment is a key resilience consideration.
Interconnectedness is hugely important to our understanding of resilience, and as practitioners we must accept that the resilience of any organisation is dependent upon the many relationships it has along its supply chains, with peer group organisations, financiers, regulators, and local communities. Any measure of resilience performance or maturity must be informed explicitly by the organisation’s wider environment, including the relevance and availability of mutual aid and funding.
When considering the organisation’s exposure during the pandemic, and specifically in relation to identifying those things which prevented the organisation doing the things that it wanted to do, understanding that external context is particularly important.
SIX: Forces are at play which can undermine or prevent an otherwise resilient position.
If resilience in an organisational setting points to success, then the notion of irresilience must offer a way of thinking about failure. Impotence and a lack of ambition are the characteristics which describe irresilient organisations, but there are several others too. The point here is that organisations must tackle some of the significant strategic and operational issues associated with building resilience capability - issues which can undermine the organisation's efforts to improve performance and the ability to deliver on the promises made to customers, employees, shareholders and others. The forces which the organisation may face are likely to be both internal and external.
These pointers help to frame the CORP™️ Academy's approach and the training it provides. Practitioners are encouraged to use the approach offered by Resilience 6™️ as a way of testing their own understanding and the validity of models and frameworks they are exposed to.
You can find out more about the Academy's courses and events via the menu bar, and also about our certified practitioner programme via the button below.