WHAT SHOULD WE BE CONCERNED ABOUT?
Complex and severe events are often a failure of imagination. Resilient organisations accept that their designs, plans and operations, are fallible – they ask what if?
They also anticipate and make less complacent assumptions about future issues – they ask what next? They actively encourage people to speak up. We need to reimagine resilience as we enter we are entering a new period of uncertainty and change, with an ever-increasing possibility of crises.
Future trends and emergent risks and opportunities can be examined by connecting the ‘five capitals’- natural, human, social, built, and financial. Considering the connections between the ‘5 capitals’ helps organisations assess the real impact of disruption, providing a much more complete way of strengthening and assessing resilience.
Managers are regularly called upon to make decisions in order to resolve business problems. This article explains how to gather and use the best evidence when making decisions.
A new global study by Cranfield School of Management and BSI (British Standards Institution) assesses research and best-practice on organizational resilience and offers today’s business leaders a clear framework to help them manage risk and adapt for future business...
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