Building Organisational Resilience Capability: The Development of an Organisational Resilience Framework.

Main Article Content

Aaron Gracey

Keywords

: leadership, organisational resilience, ORM3, business continuity, governance, risk management, Crisis management

Abstract

This article discusses the challenges faced by organisations as disruptive events increasingly impact all operating levels. Recent events with Coid-19 pandemic have shown that organisations maintain the foundation of society by building the economy; providing employment, wealth generation, material, services and community spirit. Simultaneously, they have being forced to diversify and innovate to maintain their share of global or local markets, having experienced a cultural shock that has been unprecedented, which has introduced increased risk into the daily operating model. Organisations with a higher level of internal resilience are better poised to mobilise resources, allocate personnel and prioritise key functions, with leadership teams unafraid to make difficult decisions based on intelligence and evidence-based analysis, although there is still a limited understanding of how a resilience framework can benefit the bottom line. Effective leadership, evidence-based decision-making and business intelligence collection and dissemination are critical to success; however, to truly build resilience capability, organisations need to develop a learning organisation mentality, and move the concept of organisational resilience away from technology to become a people-focused strategy. Organisations must change the mentality of using resilience to generate short-term financial gains and instead focus on long-term sustainability.

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