Organisational Resilience

The results of the 2009 lifetimeswork research into resilience gave insights into what drives an organisation's resilience. All leaders were asked to make the link between their own personal resilience and that of their organisation. A surprising equation got borne:

OR definition in pdf

This equation gives rise to many questions! In particular, lifetimeswork is investigating further what is meant by the definition of 'team resilience' . We hold four key questions on this. To discover more, please read the section under Team Resilience. To join in with the research, please read our invitation

The other six factors across the organisation are strategic:

Achieving consistency is the task for the Executive Team in any organisation. Consistency of vision, consistency of values, consistency of experience for customers, consistency of treatment of staff. It's a tough call. This is the top factor across the whole organisation that drives the organisation's resilience.

Next up, also the remit of the Executive Team, is to ensure that the tasks that the organisation is working on is genuine priority. It is necessary to hold fewer priorities than have multiple set of conflicting objectives. This is extremely difficult to achieve, but it is a necessary condition for organisational resilience.

There are two other factors that sit at this strategic level. Firstly, the vision for the organisation being the bedrock of the connection of why people come to work. And secondly, not withholding key difficulties or changes that are coming down the line from staff; protection of staff from what is inevitably going to become uncomfortable is a short-term avoidance that negates from the organisation's capability to become more shock-proof.

Lastly, there are two 'Organisational Design' style of factors - collaboration, and learning. The remit of the Executive Team, they are normally aided within larger organisations by an OD support team who enables thess ways of operating. They are necessary conditions for an organisation's resilience. Command and control will not build resilience, and neither will do-do-do cultures; collaboration and learning are critical.

To explore more of how to enable your organisation's resilience, please get in touch