Three essential elements of Organizational Resilience
BSI’s model for Organizational Resilience is built upon a century of experience and tens of thousands of client interactions around the world. It distils the requirements for Organizational Resilience into three essential elements: product excellence, process reliability and people behaviours.
These three elements combine to provide the customer with the best possible overall experience. A business that achieves this consistently over time will not only build customer loyalty, but also trust and long-term relationships with all its stakeholders.
In this context ‘product’ refers to whatever product, service or solution an organization brings to market to generate revenue. The starting point is to ask which markets an organization serves. Do its capabilities and products match the market requirements – and comply with regulatory requirements – and if not, how does it adapt to them?
Embedding habits of excellence into the development of products and services and bringing them to market, is a key component of success. Organizations need a systematic approach to quality in the broadest sense of the word. They must ensure they ‘do the basics right’ consistently through the strength and reliability of their processes, while still leaving scope for innovation and creativity.
An organization’s people, culture and values determine business success.
‘People do business with people’ may be a cliché, but it remains true that we often judge an organization by the personal experience we have with it. This includes how its employees serve us, and how we observe the company interacting with the environment, civil society and its supply chain partners on ethical and social responsibility issues. If our experience is positive we, and many others like us, will cumulatively reinforce the brand’s reputation.
Three core functional domains
There are three core functional domains to the Organizational Resilience business model, which advise businesses how to behave in order to unlock the potential within their organizations. These include:
A resilient organization has a full understanding of how it is run and the environment in which it operates. This includes identifying operational improvements across its products/services and processesin order to meet the needs of its customers over time, through to how an organization values its people and governs itself. It requires demonstrable evidence that the organization is not complacent and is always challenging itself to improve performance and grow sustainably.
Supply chain resilience
As supply chain networks increasingly span continents and become more complex, the ability to quantify and mitigate supply chain risks throughout the procurement, manufacturing, transportation and sales lifecycle is paramount. Organizations need to identify the critical risks to minimize disruption and help protect global operational, financial and reputational exposures.
In today’s world, organizations must be trusted to safeguard sensitive information. A resilient organization must manage its information – physical, digital and intellectual property – throughout its lifecycle, from source to destruction. This requires the adoption of information security - minded practices that allow stakeholders to gather, store, access and use information securely and effectively.