Building business Resilience in Practice Workshop
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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?
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Building business Resilience in Practice Workshop
- 1. Building Business Resilience in Practice A N G E L D I A Z - M A R O T O
- 8. Building Resilience became a key factor in any business strategy
- 10. Choose ... adversity or trauma.
- 12. Ability to adapt to a disturbing agent or an adverse state or situation.
- 14. Business Resilience: the ability to rapidly adapt and respond to business disruptions, safeguard people and assets, while maintaining continuous business operations.
- 15. Futures thinking
- 17. Forecast
- 19. Prediction
- 21. Foresight
- 29. Projected future Plausible Preposterous Probable Possible Time Now Desirable Beneficial Scenarios Harmful Scenarios JOSEPH VOROS, THE ‘FUTURES CONE’ Trends Present knowledge Future Knowledge Unthinkable Value Judgements Extrapolated
- 31. Contingency Planning Business Resilience Risk Management Plan Business continuity plan Time Threatening Disruptive innovation
- 32. Contingency Planning Business Resilience Risk Management Plan Business continuity plan Time Threatening Disruptive innovation
- 33. Why now?
- 35. New threats
- 37. Bigger impact
- 38. Frequent disruptive changes is the new normal.
- 39. Agility is necessary, but not enough
- 41. Agile mindset is not enough, we need Foresight mindset
- 42. A new ability
- 43. 5 Steps to Build business Resilience
- 44. Raise awareness from a systemic perspective
- 46. 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
- 48. 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.
- 50. Business Resilience and Disruptive Innovation Framework DEFINITION IMPLEMENTATION RESPONSE EVALUATION M H F O Resilience Development Team Business Resilience Repository
- 52. 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
- 53. DEFINITION
- 55. ACTION DESIGN
- 57. Owner Impact Action Action Owner Impact Action Action Owner Impact Action Action Owner Impact Action Action Business Resilience Repository Allies Action Allies Action Allies Action Allies Action Trigger Trigger Trigger Trigger Timing Timing Timing Timing Timing Timing Timing Timing Timing Timing Timing Timing
- 58. Full Crisis Simulation (FCS)
- 59. 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 RDOS Simulation Review Resilience Strategy comitee
- 60. Train and implement for Response Design Open Space (RDOS)
- 61. Response Design Open Space (RDOS)
- 63. Response Design Open Space (RDOS) cycle FRAME PROTOTYPE OBSERVE IDEATE M H F O Business Resilience Repository Focus Area Community Resilience Development Team GOV Resilience Development Team Scenario Response IMPLEMENT OPEN THE SPACE & SWARM
- 64. Activate new collaboration structures and governance strategies
- 65. Don't be alone
- 66. Enable cross-functional cross- department and cross-organization networks
- 67. Enable more decision makers
- 69. Shape a resilient culture
- 71. New Mindset
- 72. New level of responsibility: To do whatever is in your hand to ensure the continuity of the business.
- 74. Develop leaders that build Resilience
- 79. Large resilient organizations are networks of inter-related and diversified startup "farms".
- 80. Large resilient organizations are networks of inter-related and diversified startup "farms".
- 81. Building Resilience became a key factor in any business strategy.
- 82. What to do now?
- 83. ....
- 84. Run your first crisis simulation.
- 85. 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