24 March 2017
Study by Cranfield School of Management, in partnership with BSI, warns global firms are sleepwalking toward disaster
New Strategic Tension model provides a framework to spring forward to success
A global study released today (24 March) by BSI, in partnership with Cranfield School of Management, finds that business leaders are struggling to balance risk with opportunity, threatening the long-term survival of their firms. The report, “Organizational Resilience: A summary of academic evidence, business insights and new thinking by BSI and Cranfield School of Management”, assesses half a century’s accepted wisdom on best-practice management, identifying an acute need for firms to embrace risk if they are to survive and thrive.
According to the study conflicting management advice has left senior executives reluctant to intervene, with the subsequent organizational paralysis leading firms to potentially sleepwalk into disaster. The report consolidates half a century of management thinking and over 180 academic papers into a single coherent approach. BSI commissioned the report in the wake of finding that less than one third of CEOs are confident in leading their firms to long term success.
Professor David Denyer, author of the study comments:
“Great businesses are built by leaders prepared to take the bad with the good. They recognize the tension between consistent defensive behaviours that stop bad things happening, and progressive, flexible ideas that allow the good to prosper. Put simply, senior leaders must manage the tensions between control, action, performance and innovation if organizations are to be truly resilient – and this requires paradoxical thinking.”
Howard Kerr, Global CEO of BSI, adds:
“Today’s volatile business environment creates strategic tensions to which the appropriate response is rarely clear. Top executives interviewed for our report recognise that preparing for the unexpected is essential for long-term success. The Organizational Resilience Tension Quadrant identified in this report, provides leaders with clear guidance on how to take measured risks to unlock success.”
The study by Professor Denyer highlights the benefits of pairing agile thinking with robust systems. Successful firms do not look to achieve “zero risk”, but rather experience “zero trauma” from business setbacks, adapting to ensure future success.
Organizational Resilience has risen in prominence since it was first documented in guidance from BSI in 2014. Today’s study sets out a clear framework for adopting good practice across a business. Effective leadership is essential for implementation according to the report, with executives urged to manage the tension between defence and progression, consistency and flexibility.
Howard Kerr, Chief Executive of BSI, continues:
“A resilient organization is one that doesn’t merely survive over the long term, but flourishes. We believe that mastering Organizational Resilience offers the best opportunity for companies to pass the test of time, unlocking future prosperity and longevity. Those that learn to spring forward and not stagger backwards, reap dividends for their company, employees, investors, government and society in general.”
To download a copy of the report: please click here.
Notes to Editors:
Organizational Resilience: A summary of academic evidence, business insights and new thinking by the BSI and Cranfield School of Management
BSI commissioned Cranfield School of Management to assess almost half a century’s management thinking, from 1970 to the present day, on how organizations can become resilient. Over 600 academic papers were initially screened, of which 181 were considered worthy of deeper analysis, together with a wealth of additional books and reports.
The report describes how thinking on Organizational Resilience has evolved over time, and identifies two core drivers for achieving it: Defensive – stopping bad things happening, Progressive – making good things happen.
Three new concepts are described in the report The Five Phases of Organizational Resilience, The Tension Quadrant, and the 4Sight Model.