Many organizations around the world are learning that in order to ensure the continuity of a business, Agility is mandatory but not sufficient. 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. What will a new crisis bring to your business? Is your company ready for the next disruption? Did you decide to build resilience and get ready, or to accept the cost of not being ready?

1. D I A Z M A R O T O A G I L E C O A C H I N G
Building
Business Resilience
in Practice

8. Building Resilience became a key factor in
any business strategy

9. Adversity vs. Trauma

10. Choose ...
adversity or trauma.

11. What is resilience?

12. Ability to adapt to a disturbing
agent or an adverse state or
situation.

13. Business resilience?

14. Business Resilience: the ability to
rapidly adapt and respond to
business disruptions, safeguard
people and assets, while maintaining
continuous business operations.

15. Why now?

16. New threats

18. Bigger impact

19. Frequent disruptive changes is the
new normal.

20. Agility is necessary, but
not enough

21. Quality
Agility
Resilience
Eficiency

22. A new ability

23. 5 Steps to Build business
Resilience

24. Raise awareness from a
systemic perspective

25. F
O
M
H
EXTERNAL
PEOPLE
INTERNAL
ARTIFACTS

26. Dimensions of
Business Resilience
Market - market position, reputation, market
share, marketing, sales
M
H
F
O
Financial - finances, accounting,
administration, procurement, auditing, legal
Human Capital - organisational structure,
culture, governance, policies, talent
acquisition and retention
Operational - production, supply chain
management/ distribution/logistics

27. Run crisis simulations

28. Resilience and complexity
In Chaos, practice is
generally novel, either by
accident or, in the liminal
area, by design. In the liminal
area of Confused, practice is
aporetic - the deliberate
creation of paradox and
puzzlement to get people
thinking differently.

29. Complex Complicated
Clear
Chaotic

30. Resilience and Disruptive Innovation Framework
DEFINITION
IMPLEMENTATION
RESPONSE
EVALUATION
M
H
F
O
Resilience
Development Team
Business
Resilience
Repository

31. Quick crisis simulation
(QCS)

32. Quick Crisis Simulation (QCS) cycle
DEFINITION
IMPLEMENTATION
RESPONSE
EVALUATION
M
H
F
O
Stakeholders
Resilience
Development Team
Business
Resilience
Repository
M
H
F
O
Impact Analisys Action Design
Scenario
Response
Evaluation
Scenario
Response
Confirmation

33. Challenge your BMC

34. Quick Crisis Simulation (QCS) Response

35. M
H
F
O
BRR
Business Resilience Repository

36. Business Resilience Repository
Owner
Allies
Impact Action
Action
Action
Owner
Allies
Impact Action
Action
Action
Owner
Allies
Impact Action
Action
Action
Owner
Allies
Impact Action
Action
Action
Trigger
Trigger
Trigger
Trigger
Timing
Timing
Timing
Timing
Timing
Timing
Timing
Timing
Timing
Timing
Timing
Timing

37. Full Crisis Simulation (FCS)

38. Full Crisis Simulation (FCS) cycle
DEFINITION
IMPLEMENTATION
RESPONSE
EVALUATION
M
H
F
O
Stakeholders
Resilience
Development Team
Business
Resilience
Repository
Proposed
Scenario
Response
Scenario Design Team
Focus Area Community
Resilience
Development Team
GOV
Resilience
Development Team
Resilience
Development Team
Stakeholders
Focus Area Community
M
H
F
O
Disruptive
Scenario
Description
Reviewed
Scenario
Response
Confirmed
Scenario
Response
Futures
thinking
OSCR
Simulation
Review
Resilience
Strategy
comitee

39. Activate new collaboration
structures and
governance strategies

40. Don't be alone

41. Enable cross-functional cross-
department and cross-organization
networks

42. Enable more decision makers

44. Diversify your business

45. Large resilient organizations are
networks of inter-related and
diversified startup "farms".

46. Large resilient organizations are
networks of inter-related and
diversified startup "farms".

47. Shape a resilient culture

49. New Mindset

50. New level of responsibility:
To do whatever is in your
hand to ensure the continuity
of the business.

51. Building Resilience became a key factor in
any business strategy.

52. What to do now?

53. ....

54. Run your first crisis
simulation.

55. Angel Diaz-Maroto
www.dmagilecoaching.com
linkedin.com/in/adiazmaroto
Certified Scrum Trainer (CST),
Certified Enterprise Coach (CEC) &
Certified Agile Leadership Educator
(CALE) by the Scrum Alliance —
Professional Certified Coach by the
International Coach Federation.
Some of our customers