Resilient Organisations


 

How to thrive in a changing world?

Strong external walls and optimised processes can no longer defend an organisation against disruption and emerging competitive threats. Instead of focusing on protecting the borders of the organisation, modern firms recognise the need to develop resilience as a property that runs throughout the structure. At its best, a resilient organisation might be said to have anti-fragile properties – i.e. it actually improves as a result of external impacts on its operations.

So what might a resilient structure look like? Can products and service lines be sufficiently flexible and responsive to change that they might be said to be resilient? What other areas of the organisation, its structure, culture and practice can develop resilient properties, and what does this mean for how they are led and managed? In principle, all organisations can become resilient by introducing more flexible organisational structures and practices that train for change. But in practice, many executives and leaders’ legacy mental models trap them in conventional ‘predict and plan’ thinking.

We would like to work with organisations to research the ways in which they are trying to design their business strategy and core processes for resilience or to embed resilient practices.

Example research briefs

  • Connector.

    Ecosystems

    How can organisations build resilience through a strong external ecosystem? What sort of ecosystem strategies are companies using?

  • Connector.

    Planning responsiveness

    How can organisations balance the need to plan for what is known whilst also responding to changes in the environment?

  • Connector.

    Organisational edges

    How can organisations promote responsive and adaptive structures at the edge of the organisation?

  • Connector.

    Security & safety

    What does an anti-fragile approach to security and safety look like in a world where perfect walls are no longer possible?