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.
In 2007/8 financial institutions failed and entire countries ached under the burden of debt that was necessary to prop up markets and bail out banks that had appeared previous to be ‘too big to fail’. This paper argues that financial insitutions need to develop a...
Following the release of “Organisational Resilience: A summary of academic evidence, business insights and new thinking”, a global study published by BSI in partnership with Cranfield School of Management, we discuss the findings with author Prof David Denyer.
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