Roads to Resilience

Table 7.2 Resilience practices to achieve each principle

Principle

Examples of Resilience Practices

Risk Radar

High involvement • routine project and other team liaison

meetings to discuss resilience and draw on the knowledge and experience of operators • build on the culture related to existing skills, such as health and safety, by including resilience into training courses • business partners, contractor and supplier liaison meetings to identify ‘weak signals’ that indicate changes in circumstances Constant vigilance • market and social media intelligence networks to obtain information on lead and follow indicators relevant to the success of the organisation • monitor events that have damaged the reputation of a similar or rival organisation to raise level of risk awareness • investigate the financial security of suppliers and Avoid complacency • learn from the experience and mistakes of other organisations and their resilience practices to develop enhanced resilience practices • routine informal review meetings with senior management to explore emerging risks and the business implications • review of supply chain and delivery chain risks that are critical, embedded and fundamentally important parts of the business structure Challenging questioning • top management and non-executive directors trained in risk management, so that they can ask challenging questions • structured challenges encouraged to ensure importance and dynamic nature of resilience is fully tested and analysed • forum established to discuss and challenge the presumptions on which the business model of the organisation is based monitor customer buying patterns to identify ‘weak signals’ that changes are occurring

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Roads to Resilience: Building dynamic approaches to risk to achieve future success