Firstly, the model focuses first upon influencing factors in order to provide the basis upon which the organisation can undertake a detailed assessment and develop a best-fit approach. These factors reflect the key features and characteristics associated with the organisation - measures of its fundamental health and fitness. Common components of the organisation's feature set include skills, data security, compliance, safety performance, access to funding, product development and brand loyalty.
Secondly, the model is summarised by reference to resilience outcomes and those behaviours which sit behind them - decision making, capacity to flex and willingness to learn. Rather than assuming that certain outcomes or behaviours are necessarily more important or appropriate than others, assessment will allow the organisation to focus on making informed decisions about the resilience stance it wishes to take.
Crucially, the model also captures detail of the context within which the organisation operates - its regulatory environment, supply options, market volatility and the availability of mutual aid, for example. The interconnectedness of organisations and of the communities within which they are set is of much deeper significance to resilience capability than simply the ability to cooperate during an emergency.
The model allows the current contribution and/or maturity of each resilience element to be presented within the context of an overall ‘score’, and for the interplay of individual aspects of organisational activity and performance to be examined. The model drives the action planning process for organisations by highlighting the known improvement and development capacity of each defining feature and the contribution of each behavioural element. It also serves to expose the organisation's risk reality - potential gap or disconnect
Resilience is neither an abstract concept nor something which lacks an obvious pathway from theory through to practical application. Resilience capabilities are eminently measurable and must therefore lend themselves to assessment and comparison.
Organisational resilience in an increasingly complex and rapidly changing world requires a sophisticated, intuitive and agile assessment approach. The notion of simply 'bouncing back' should no longer be allowed to limit our ambitions for resilience. This is not an event-focused concept, but is a function of how successful organisations are at managing strategic risks - it is about the organisation’s strength, competitiveness, re-shaping and growth.
Our services include consultancy support for organisations seeking to undertake an assessment of resilience capability, and our course programme is designed to give assurance professionals, risk managers, emergency planners and resilience and business continuity practitioners a recognised qualification, as well as access to a structured methodology and framework that will allow them to conduct detailed assessments and report on resilience capability at an organisation-wide level.