I recently hosted several roundtables looking at Organisational Resilience, the premise of our discussions was that research increasingly suggests organisational resilience is on a downward trajectory, and as organisations become more complex, they face significant challenges undermining their long-term stability and potential for growth.
It was a fascinating day having the opportunity to discuss this with several groups of Chief Revenue Officers, as we thought through the challenges for business it became increasingly clear that human resilience is likely to be the game changer when enabling us all to thrive, not simply survive amidst the inevitable storms.
While I am no expert on organisational resilience, I do know a thing or two about building human reliance, and how no matter what circumstances we are given, the obstacles we face, or the adventures we choose, adversity in all forms can be the defining advantage.
To be clear about definition, organisational resilience is the ability to anticipate, respond to, and adapt to both incremental and sudden disruptions while maintaining operations and ensuring long-term viability. Today however resilience requires far more than just enduring change; it demands proactive adaptability, agility, foresight, and cultural flexibility. Whereas Human Resilience is the ability to adapt, recover, and grow stronger in response to adversity, stress, or challenges. It involves emotional, mental, and physical strength, enabling individuals to cope with difficulties and bounce back from setbacks.
The central theme of the discussions was the growing conflict between short-term gains and long-term strategic stability. A focus on immediate performance, fuelled by shareholder expectations and quarterly earnings pressure, detracts from foundational investments in areas like employee development, innovation, and crisis preparedness. This "short-termism" is coupled with the rapid pace of technological change, including AI and automation, which is often adopted reactively, further complicating risk management and decision-making.
As the discussion developed it became clear that a critical component of building organisational resilience is nurturing human resilience, empowering employees to navigate adversity, maintain performance under pressure, and thrive amidst uncertainty. This starts with hiring individuals with strong problem-solving skills and adaptability to a complex and ever-changing environment in life generally and in business.
Our discussions around organisational resilience revealed a worrying trend toward seeing many businesses facing challenges that compromise their long-term stability with a notable decline in the resilience of their people to deal with the resulting pressures, some of which are highlighted below;
Increased complexity: Globalisation, regulatory changes, and digital transformation have made businesses more intricate and slower to respond.
Short-term priorities: A focus on quarterly performance hampers long-term investments in innovation, employee development, and crisis preparedness.
Technological disruptions: Rapid technological advancements, particularly in AI and automation, present both opportunities and challenges. Organisations must however proactively adopt these technologies to remain competitive.
Workforce challenges: Generational differences in the workplace demand tailored engagement strategies to reduce turnover and increase productivity.
Additionally, external pressures, such as economic volatility, supply chain disruptions, and climate change, add to the strain on organisations. These factors, combined with internal challenges, threaten sustainable growth and long-term success.
That said, while decline in organisational resilience poses significant risks, it also highlights the need for businesses to evolve and embrace change. By prioritising resilience, organisations can not only navigate current challenges but also position themselves for sustainable growth in the future.
It is clear that leaders must focus on fostering a culture of resilience that encourages innovation, adaptability, and long-term strategic thinking, ensuring through this approach that they remain agile and capable of thriving in an increasingly complex and volatile world.
If however organisations do not take steps to counteract these trends, the future may see further erosion of resilience, making it increasingly difficult for businesses to sustain long-term success. Addressing these issues today is critical for securing a stable and prosperous future.
The outcome desired by our groups’ taking part was to create a brief collective view of the discussions incorporating a list of simple practical steps that support Building Organisational Resilience, having provided the summary in this briefing note, our ten suggested steps are;
Shift to long-term planning: Move beyond short-term profits to focus on employee development, technological advancement, and sustainability.
Cultivate a growth mindset: Mission focused encouraging learning from adversity and viewing challenges as growth opportunities.
Invest in employee wellbeing: Prioritise mental health, stress management, and burnout prevention while proactively building confidence.
Promote psychological safety: Create environments where employees feel safe to voice concerns, experiment and allow people to fall forward through failure.
Proactively integrate AI and automation: Leverage new technologies while supporting employees to focus on delivering genuine business innovation.
Strengthen leadership resilience: Train leaders to model resilience, emotional intelligence, and strategic flexibility while cultivating a lead yourself first ethos.
Adapt to workforce generational shifts: Recognise diverse work styles and customise engagement strategies and enthusiastically embrace diversity of thought.
Enhance crisis and risk management: Prepare for disruptions by improving scenario planning, risk management processes and contingency planning across the business.
Prioritise sustainability and ethics: Embed sustainability into operations to align with evolving consumer values, taking great care to understand market fit and customer expectations
Foster flexible work environments: Invest in technology and practices that support remote and hybrid working helping everyone be the best version of themselves.
The collective debate reflects both significant challenges and opportunities that demand we rethink our approach to more human centric business models. While the road ahead may be complex, I firmly believe that with a focus on resilience, sustainability, and adaptability, we can transform these challenges into positive change. By embracing these shifts, we will not only continue to grow but also lead the way in creating long-term impact and success for both our company and society while also fostering incredibly positive collaborative team cultures.
Today, building organisational resilience is a cultural imperative. By embedding resilience into the core of an organisation’s operations, leadership, and culture, businesses can ensure long-term sustainability in an ever-evolving environment of uncertainty and complexity. Embracing this approach will not only help organisations survive future challenges, they will thrive amidst the storms, creating opportunities for growth and success, driving meaningful impact for both the business and society.
Ultimately, no matter what circumstances we are given, the obstacles we face, or the adventures we choose, understanding that adversity is always the advantage and cultivating a positive Opportunity Mindset enables us all to thrive not simply survive in the midst of life's storms, moving through every situation being Absolutely Relentless!
Personally, having these debates around the world with CXO across industries supports my passion for helping everyone collaborate by developing our Actual Intelligence (Human Insight), that is supported by Artificial Intelligence (AI) and benefits from Ancient Intelligence (Wisdom), giving us all the potential to revolutionise every aspect of our lives.
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