It’s a good question, isn’t it? At Institut Cerdà we have been supporting organisations in the quest for resilience for over 10 years and, based on our accumulated experience, we dare to make some recommendations:
- Management Leadership. Yes, we know, it’s obvious and it’s nothing new, but it still needs to be said and must be emphasized. You need managers that believe in the business, that are capable of getting involved, that are insistent and that lend their constant and sustained support to activities in a constant and sustained way. We call this the resilience tuning fork.
- Invest in resilience. The profitability of investing in resilience depends on likelihood but will always pay off sooner or later. This investment is often wrongly classified as cost and competes in the wrong category.
- The organisation must reflect this culture with an ad-hoc structure. There needs to be a person responsible for managing resilience, independent of the production line, to ensure the necessary dedication of resources.
- Business culture: single objective orientated organisations (focussed, for example, on production or economic results) find it more difficult to implement a culture of resilience, while those that are oriented to customer service, empathy, or a safety culture, for example, are more likely to be resilient.
- Dedicate time slots for resilience (Stop & Go): find opportunities for reflection outside of daily activities, where to share and introduce resilient knowledge.
Resilience serves, not only to face disruptive situations, but also as a lever to help us to better adapt our organisations to the changing and complex environments that characterise society today.