Resilience Reimagined: A Practical Guide for Organisations

Define impact thresholds

Balance strategic choices

Consider connected impacts

Understand essential outcomes

Stress test thresholds

Discuss future failure

Enable adaptive leadership

DESIRABILITY, FEASIBILITY, VIABILITY In design thinking, innovations are progressed when three conditions are met: someone needs it (desirability), you can deliver it (feasibility), and it makes economic sense (viability). We have adapted this approach for resilience (Figure 4): Figure 4: The desirability, viability and feasibility of resilience interventions

PROTOTYPING One of the best ways to gain insights into the resilience process and improve is to carry out prototyping. This method involves trialling an early and scaled-down version of the changes to the EO to reveal any problems with the design. One of our leaders explained that continuous experimentation was vital to their business. They view each of their hundreds of business units as laboratories in which “if we don’t have the answer, we make it up and test, but in a controlled way. Curiosity and fast failure are essential in a rapidly changing environment.” Prototyping offers people the opportunity to bring their ideas to life and test the current design’s practicability. A sample of users can be asked what they think and feel about the changes, revealing new issues or areas for improvement. Prototyping can quickly identify whether or not the implemented changes have been successful. The results generated from prototyping can redefine the customer journey map and resilience blueprint established earlier. Prototyping can build a more robust understanding of the problems users may face when interacting with the EO.

Desirability – resilient as you want to be

• What would your end-users and stakeholders expect? • What would you expect based on the impact thresholds set? • Will customers and other stakeholders (e.g. regulators) value the proposed change? • Do the changes resolve their problems? • What changes would you make to the EO if a complex and severe event was an absolute certainty and you knew the date and time it would happen?

The resilience interventions to progress

Desirability – resilient as you want to be

Viability – resilient as you are required to be

Viability – resilient as you are required to be

• What is the minimum investment to ensure your EOs remain within impact thresholds? • Would further investment in resilience be commercially or economically beneficial? • Does the business case for the changes stack-up?

• Can you afford not to do the changes? • If you fail to invest, what is your exposure?

Feasibility – resilience as you can be

Feasibility – resilient as you can be

• What is technically and organisationally practicable? • Do you have the know-how, skills, resources and technology to deliver the changes? • How realistically can you make the changes happen? • Is it possible in the foreseeable future?

30 Resilience Reimagined: A practical guide for organisations