The same is true when talking about good
management disciplines and recognised international standards and best practice.
So why don’t we evolve these disciplines and channel our way of thinking to change the way in which we deploy them. Adapt the methods in which we operate to one of ‘Organisational Resiliency’ - an all-encompassing comprehensive management discipline that ‘ticks all the right boxes’, provides success, growth, strength, security and a return on our investment.
Within my industry, there has long been an ongoing discussion and debate with regards to the future of Business Continuity and whether or not ‘Organisational Resilience’ is the way forward. The fact that we are still not getting a concrete answer could be the answer itself. Yet again I’m hearing the phase being more commonly discussed and thought I would consider my own opinions on the topic and open this up for further discussion.
Is ‘Organisational Resilience’ just another buzz-word
being branded around, a way to help ensure professionals in the field are seen
as a valuable commodity and retained in employment or is this the direction we
should be focusing on to ensure we can continually drive our business forward
and improve the way in which we operate?
Reviewing many online discussions and papers
on the subject I’ve not been able to obtain a conclusive shared
understanding. The topic seems to divide
the population of industry experts into two clear camps. Those that believe in change and think that
Operational Resilience is the future of similarly aligned management systems
and those that firmly disagree thinking each is unique in their own right and
should continue to remain so.
Each management discipline has an important
part to play and requires a range of skills, expertise and experience to
implement and manage successfully. Simply
reading a book or taking an exam doesn’t mean you’re qualified. When looking at many of my well respected
peers in the industry, they’ve earned my respect and of others because they’ve
taken the time to learn about the subject and continually improve their level
of understanding. They’ve applied their
knowledge in the field and most importantly have practical experience of
helping to ensure an organisation has continuity measures in place; can respond
to and handle an incident successfully; can assess and take mitigating action
against risks; can help to ensure information is secure and can continually
adapt their approach to the changing needs of the business.
However, on the other hand, if we could learn
the skills and experience for each management discipline, could we not mould
ourselves into something of ‘Superman’ status that would allow us to look after
the organisations we work for and within, in a new, interesting and more dynamic
way? Or, could this become too much of a
risk where we could become more like a ‘cowboy builder’, reverting to ‘jack of
all trades and a master of none’!
So what are my thoughts on the subject? I think a review and assessment of the
strengths and weaknesses of Organisational Resilience and whether or not we
should be looking to change the way in which we operate, to allow change within
these management disciplines should be considered. After all, mainframe computers used to be the
size of a house and now you can fit more processing power and storage within a
system the size of a postage stamp! Well
not quite, but I’m sure you can picture the comparison. Disaster Recovery used to be about the large
backup tapes, old-fashioned media cartridges which were used to back up
critical data and would take an age to restore - now we have instant failover
capabilities and extremely efficient recovery times. Therefore, why not consider change for our
management disciplines? After all change
can be positive but only when it’s done correctly, in the right circumstances
and with the right skill sets and knowledge.
I attended a presentation recently talking
about Business Continuity and change, a term I heard and liked was that of
‘adaptive resiliency’. I’m not one that
likes to use lots of acronyms and confusing terminology, after all the old
adage about ‘KISS’ is so true. Focus
should be about keeping it simple without losing the importance, quality and
value that it brings to business activities.
Operational Resiliency is a strategic approach, a way of thinking, an
objective to aim for which in turn would result in the combination of the
‘doing’ activities of management streams which are already easily
‘standardised’ and move Business Continuity from being seen as an overhead or
cost to the business and something that can facilitate revenue streams and
continue to protect our business.
Organisational Resilience can exist and should
be encouraged but as with all the management disciplines mentioned earlier, we
need to have a standardised approach for implementing something that is
strategically focused. I would like to
be able to deliver something that can be truly seen as a value-add activity,
not something that’s seen like insurance – something we don’t like paying for
until we actually need it, then we’re grateful.
I would like to see improved collaboration of skills, utilising the
expertise of others around you who have real practical experience of the
disciplines, working together towards a single goal, not competing against each
other, but thinking and understanding about each other’s area of expertise and
combining efforts to allow us to build upon something truly special. Moving to being more proactive than reactive
will help us ensure monies are efficiently spent and our organisations become
more resilient. So, is Organisational Resilience just another buzzword – I
don’t think so, do you?
Claire Phipps, MBCI