Skyscrapers are designed to sway. If they were too rigid, high winds or earthquakes would crack their structures. They are built to be resilient under all kinds of unforeseen conditions.
Similarly, an organization cannot afford to be rigid and inflexible. Successful companies are resilient.
Operational resiliency is a company’s ability to anticipate, prepare for, respond to and recover from unanticipated disruptions while continuing to deliver its core products and services. Creating resiliency is a proactive endeavor that focuses on building an organization’s capacity to absorb shocks and adapt swiftly to evolving circumstances.
Companies with a high degree of resiliency can withstand unexpected challenges or even full-blown crises. The key is to create a business model that is powerful and efficient, yet adaptable enough to address the sudden problems—anything from cyberattacks to natural disasters to supply chain disruptions—that can plague a business.
But how does a company accomplish that?
Assess the situation
Many third-party organizations provide business motion analyses, which gather information about a company’s level of resiliency. This type of analysis examines relevant criteria across an organization, such as the company’s industry, strategy, governance, communication approach, decision-making structure and other factors, coupled with a deep systematic study, now AI-driven, of the movement and flow of tasks, activities and information within the organization. The outcome identifies inefficiencies, bottlenecks and areas for improvement to optimize the overall performance and effectiveness of the business operations. A thorough analysis will also provide an objective look at how prepared a company is for an emergency.
This analysis does not necessarily identify specific threats. Instead, motion analysis assesses if the company is ready for the day when something goes wrong.
The dangers of being unprepared
Companies that lack resilience put themselves at risk for a host of problems, including the following: