“Too many organisations hold a narrow view of resilience as mainly ensuring short-term, operational continuity”…
This was a practical read on a topic that needs to be more front of mind: Make Resilience Your Company’s Strategic Advantage
A bit of important context to add to the article from our perspective on the subject of resilience, is…
…staff mental health.
We see first-hand, organisations that deliberately have an environment where staff mental health is prioritised as a core strategy choice. They are coming out on top in many ways.
Not long ago, this wasn’t even on the radar. Fortunately, it is now.
Resilience is not about pushing people to their limits & seeing if they break. This will not build a resilient organisation. This is not a resilient strategy. It just does the opposite.
Instead, it’s about investing in systems, leadership and an environment that has people’s mental health front of mind. Not just glossy posters of values up on the wall.
Then – output, productivity, bottom line etc. takes care of itself.
It’s astounding to consider the logic where it’s thought otherwise.
What are your thoughts on this topic?
Below are some of the dot points from the article:
- Resilience is not merely an operational consideration — it’s a potential strategic advantage.
- Systematically adopting resilience requires a cultural shift.
- (Be aware of being) overly fixated on short-run efficiency, engrained through (traditional) business education, workplace culture, backward-looking metrics, and misaligned incentives.
- Leaders and their organisations do not operate in a vacuum.
- They both influence and are influenced by the societies in which they are embedded.
- Resilience is a property of integrated systems, not parts of systems like individual companies or business units.
- Business therefore, needs to play a role in larger issues beyond traditional corporate boundaries.