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Newsletter - March 2016

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Well, Spring is almost upon us and the year seems to be flying by. I hope 2016 is turning out to be a good year for you.

Attending various meetings and work shops, one of the terms we keep picking up these days is "organisational resilience". But what exactly does this mean and how do you know if your organisation has the resilience to survive long-term in the current global environment? See our article below..

How to be a resilient organisation

Resilience is the ability to change and adapt, both in the short and long term. Short-term resilience includes "bouncing back" from things like sudden unexpected market changes or crisis events such as terrorist activity or environmental disasters. Long-term resilience involves thinking about changes or events that are likely to happen and planning how to change or adapt if they do. The UK Cabinet Office uses the following definition "resilience is the ability to continue through disruption and adapt to longer-term change in order to attain strategic goals."

Becoming resilient involves effective management of your organisation in areas such as crisis management and response, risk management, business continuity (also known as societal security), security planning and market awareness & readiness.

Our Associate Consultants Roger Gomm and Alan Taylor are very experienced in these areas. Please contact us if you would like to speak to either of them. Roger also often writes useful and informative articles on these topics for journals such as "Crisis Response" and "Alert" (the journal of the Institute of Civil Protection and Emergency Management). His article "Building Resilience" that he wrote for last Autumn's edition of Alert, provides helpful advice on how to do just this. Roger's article is on pages 20 &21. Click here to see a copy.

You may also find the following articles he wrote for Crisis Response particularly useful. (These extracts from the full December 2015 issue of Crisis Response show Roger's articles immediately after the title and contents on pages 1-3, although their original page numbers from the complete journal are shown on the article pages, as indicated below).

"Commander Accountability" (pages 92 & 93 in the original journal) is about the importance of keeping proper records of the decisions taken during a crisis response

"A Continued and Evolving Threat" (pages 26 & 27 in the original journal) is about the loner term need to plan for potential terrorist activity

In developing resilience, especially market resilience, we also believe The EFQM Excellence Model is an extremely useful tool. The fundamental concepts of excellence (see our short article to the left), which are at its core, encapsulate resilience, especially in areas such as "creating a sustainable future". This model is all about managing an organisation in a way that will maintain long-term excellent results, demanding the ability to respond effectively to both foreseen and unforeseen changes,

Sincerely,

Graham Hull
ley hill solutions limited

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