09 - El camino hacia el futuro
Entre los objetivos que deben marcarse las compañías está evolucionar hacia la resiliencia organizacional.
Based on the findings of this survey of executives with responsibility for resilience, we can chart a broad path toward the goal of expanding beyond operational resilience, to organizational resilience.
In general, organizational resilience will be:
Organizations increasingly face risks that can affect multiple functions and stakeholders as well as existential threats than can significantly impact value and the future ability to create value. To effectively address these events and their impact, resilience can no longer be planned, resourced, and implemented in siloed functions. Also, in a very real sense, resilience is, like risk management, everyone's job.
Thinking of resilience strategically places it on senior executive and board agendas, where it belongs. This signals that resilience is not focused on playing defense and being reactive but on being agile and innovative enough to profit from whatever comes next. This also helps to elevate resilience as an investment priority and to transform it into a more coordinated, forward-looking, and proactive set of initiatives. It's essential, however, for senior leaders to ensure that those initiatives drive accountability for outcomes related to resilience into the organization.
While organizations currently look outward to assess and monitor the risk landscape and emerging risks, they need to do so with greater consistency and cross-functionality when it comes to resilience. Many incidents are in fact localized, but as many organizations have found, given today's stakeholder views and media atmosphere, even those can have far-reaching impact.
A good number of organizations have been impacted by geopolitical events, and we believe those issues warrant greater consideration. Very few organizations relish political involvement, nor do we recommend it; however, it's extremely useful to gauge the potential impacts of geopolitical events on the organization and to prepare for them.
Attuned to ESG
Organizations expect to be focusing more on ESG as it relates to resilience. This calls for clarifying ESG policies and practices from the standpoint of the organization's values, business, and stakeholder expectations, on the one hand, and, on the other, ascertaining that the organization maintains resilience in the face of ESG-related risks and events. Given the nature of ESG—particularly the environmental and social elements, which can appear to lack immediacy—the time to act is now rather than “sometime” in the future.
Engaged with regulators
Industries facing challenges too massive for any single company to address (such as the automotive, financial services, life sciences, and healthcare industries), have turned to government agencies for assistance. Understanding regulators' views of resilience, readiness, and resourcing requirements—as well as where they see a need for action — can be extremely useful, as can cultivating mutually productive relationships with regulators. Also, regulators of specific industries should be aware that organizations not only need but welcome clear, current, forward-looking guidance regarding resilience.
The following specific capabilities can assist a leadership team seeking organizational resilience:
Enhanced risk monitoring
Risk monitoring capabilities should be extended beyond the usual types of risks and impacts that the organization considers. Risk sensing capabilities should be deployed to identify and monitor emerging risks in areas outside as well as inside the organization's usual scope of operations.
Extended scenario planning
Scenario planning should be extended in similar ways. In addition, it should go beyond tabletop exercises limited to specific functions to model a broad array of events and potential responses, with the latter including actual dry runs. Scenario planning should also include senior leaders rather than only risk function leaders.
Data mining, analytics, and visualization technologies can power risk monitoring and reporting while digitalization, AI, and digital twins can also be harnessed to provide predictive insights, coordinate responses, and execute communications across silos, supply chains, and stakeholder groups.
Proactive reputation management
Reputational capital is accumulated over years, but can be destroyed in days, or even hours. Proactive reputation management carefully monitors social media, the internet, and other sources to continuously gauge the organization's reputation in the face of constantly changing stakeholder expectations and emerging risks. Reputational resilience, which is a capital equal in importance to people, operational, financial, and environmental resilience, must be actively developed across all stakeholder groups.
Rapid response capabilities
Many organizations have developed rapid response capabilities for specific functions to address specific risks, such as risks to IT infrastructure, operating facilities, and financial portfolios. However, end-to-end, enterprise-wide capabilities, perhaps supported by a dedicated response center or a project management office that can be quickly stood up, are far less common. But those capabilities have become essential to organizational resilience.
Chief resilience officer
We see four-fifths of respondents saying their organizations should create a chief resilience officer role as quite significant. It speaks to the need for senior executive engagement in resilience, elevation of resilience as a strategic priority, and, quite possibly, greater visibility into resilience by the board.
Co-sourcing and managed services
Enterprise-wide resilience has not been considered a core competency by most organizations. Depending on the organization and its industry, aspects of resilience, such as operational, financial, or cyber resilience may have been considered core competencies, but today's needs are broader. Thus, they call for broader solutions delivered by people with deeper skill sets using continually updated processes and technologies. Few organizations find it economical to maintain those resources, which means that co-sourcing solutions and managed services arrangements can be worth considering from both the talent and technology perspectives.
Times of widespread cultural, technological, geopolitical, and environmental disruption present as many opportunities as they do risks. However, most organizations plan for and thrive under stable conditions.
Yet even during times of stability, investing in technology, facilities, equipment, and talent presents tremendous uncertainty. That is why the management sciences developed so many methods of mitigating risk—insurance, hedging, diversification, and so on.
That is also why organizations developed resilience capabilities. Yet those capabilities have traditionally been geared to known risks limited by geography, industry, or resource scarcity. Today, however, an environment of unpredictability and widespread impact prevails. In addition, innovation in technologies and business models can now present risks in that it can render an organization—or an entire industry—woefully outmoded or even obsolete. The flip side is that resilient organizations can not only prevail but generate new value in this environment.
Senior executives and the board are responsible for enabling both the organization and its stakeholders to thrive in the face of these threats. The time to enable them to do so is now.