IRRESILIENCE: Unlocking the Puzzle of Organisational Success A management course approved by the institute of leadership and management, offered exclusively by the CORP Academy, providing unique 1-2-1 support for each candidate

Considerations of resilience are necessarily complex and must always include the whole organisation. However, even amongst those who truly appreciate the breadth of the subject and what it takes for an organisation to become more resilient, thinking often appears to ignore what is actually needed to tackle irresilience.

Following independent verification, this Academy course has been awarded Institute Approved status, meaning that successful candidates satisfy the requirements for full membership of the institute, which in turn, offers the post nominals MInstLM.

This webinar course offers something new within the ever-changing landscape of management training and something which cements the CORP™️ Academy’s position at the forefront of resilience thinking. Focusing on the concept of ‘irresilience’, this series of webinars seeks to uncover novel approaches to the challenges of maintaining strength, competitiveness, reshaping and growth in a post-pandemic setting. It offers managers and practitioners an in-depth understanding of 'both sides' of resilience, something which will be particularly attractive for those seeking to address underperformance or the failure to execute decisions and implement change.

Not only does this course introduce a valuable new perspective on how organisations deliver success, and one which is entirely consistent with our existing approach to resilience, it is offered with a FREE 1-2-1 workshop session for each candidate - a unique opportunity to discuss and work through specific, local issues outside of the webinar environment.

This new course offers exclusive content and seeks to 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.

Organisational resilience is one of those topics which attracts significant attention and which has undoubtedly taken on greater strategic significance as a result of the pandemic. Practitioners and students of resilience, however, famously struggle to coalesce around a singular definition - something which is certainly not helped by the widespread adoption of resilience as a term-of-convenience used to describe stress events in a range of areas including cyber, supply chain and personal wellbeing.

This webinar-based course presents organisational resilience with clarity and confidence and does so by referencing real-world examples and in ways which make sense for organisations emerging from the COVID-19 pandemic. It is designed to give managers from a range of professional disciplines access to structured methodologies and frameworks that will help to ensure it can be properly understood and applied within the unique context of each organisation, big or small, commercial, public or voluntary.

Organisations are shaped by their resilience - it determines how they operate, whether they deliver on their strategic objectives and how long they survive. It is therefore critical that we employ resilience language in seeking to explain the challenges faced by organisations as they push to improve capability and their ability and capacity to get things done. It is equally important to recognise that novel approaches may be required to address flaws and weaknesses which can slow organisations down, prevent them from taking advantage of new opportunities and which can lead to unnecessary exposure and loss.

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 twofold. First, as we look forward, we should seek to ensure that organisations are actively addressing irresilience - that is, ensuring that a built capability is one genuinely evidenced by success and longevity and not just by the persuasive use of metrics or infographics. We all remember the story about the Emperor’s new clothes.

Second, a resilient future is never going to be as simple as adopting a new leadership model or investing heavily in everything and anything associated with ‘innovation’, however attractive such notions might be. Quick fixes or one-dimensional solutions inevitably miss the complexity of resilience and suggest a deep-seated misunderstanding of how success and longevity are actually achieved.

Irresilience represents a lack of capability and an inability to get things done. It serves to describe those forces which prevent an organisation from building strength or evidencing growth, and which undermine the type of reshaping necessary to secure a competitive position.

Using concepts and techniques exclusive to the CORP™️ Academy, including the Forces of Irresilience™️, the course seeks to re-examining the detail of how organisations were exposed by the pandemic and how strategic planning activities can be better aligned with resilience outcomes. Naturally, it is also an opportunity for delegates to raise specific points of interest, be that improvement planning or knowledge management, and to engage on the subject with a group of like-minded professionals, and also through the offer of 1-2-1 support.

"In most cases, strengths and weaknesses are two sides of the same coin. A strength in one situation is a weakness in another, yet often the person can't switch gears. It's a very subtle thing to talk about strengths and weaknesses because almost always they're the same thing." (Steve Jobs)

Course Programme

Definitions of resilience, irresilience and how to engage on these topics at every level in the organisation

Real-world examples of how irresilience manifests itself in organisations and the implications for performance

Examining the ways in which irresilience influenced how organisations were exposed during the COVID-19 pandemic

The relationship between strategy, risk and irresilience and what this means for the organisation's approach going forward

The role of the manager and practitioner in tackling irresilience and their contribution to organisational success

1-2-1 candidate workshops as a means of discussing and working-through local issues and challenges

Graham has 30 years’ international experience in management, training and consultancy roles, covering manufacturing, telecoms, transport and energy sectors. This includes work assignments in the US and Middle East and leadership roles within a FTSE top 25 company. He ran his first public training course over 20 years ago.

Graham is the author of The Organizational Resilience Handbook, published by Kogan Page, and The Complete Post-Pandemic Resilience Toolkit series of manuals. He is the founder of the CORP™️ Academy and leads the Certified Organisational Resilience Practitioner programme.

A Fellow of the Institute for Strategy, Resilience & Security (ISRS) at UCL and also of the Institute of Strategic Risk Management (ISRM), Graham is a member of the BSI Committee (CAR/001/01) tasked with the revision of BS 65000 Guidance on Organizational Resilience.