Resilient Thinking: Protecting Organisations in the 21st Century

Resilient Thinking: Protecting Organisations in the 21st Century

Phillip Wood

Language: English

Pages: 135

ISBN: B00HEP4TM4

Format: PDF / Kindle (mobi) / ePub


Resilient Thinking discusses the importance of thinking laterally about potential impacts on your organisation and examines a ‘thinking’ approach to resilience management.

As you read this book, you will learn how to:
• Optimise profitability by thinking about how to make the right decisions for your organisation in the current business climate
• Recognise potential risks and threats to your organisation and minimise impact, should the worst happen
• Rnderstand the drawbacks of 'silo' operations and obtain the buy-in of all employees and departments to your resilience planning
• Improve your efficiency and profitability, as you critically assess your organisation's strengths and weaknesses
• Put plans in place which are cost-effective, relevant, workable and reality-based, and which will enable a return to ‘business as usual’ as quickly as possible after an incident
• Protect your organisation's assets and key stakeholder relationships
• Maintain your competitive edge, as you draw on knowledge gained through your experience and that of your competitors.

Resilient Thinking will revolutionise your approach to risk analysis and crisis management. Even if the worst does happen, you will be fully equipped to handle it.

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Have the potential to combine and to link together and to have a consolidated impact which could be far more serious and far-reaching than if they were to occur in isolation, either temporally or geographically. Organisations, big or small, public or privately owned and run, must be able to deal effectively with the range of potential threats which can materialise and cause ‘business’ failure. The organisation has to learn to become resilient – to protect itself, to absorb shocks and survive and.

The risks with the highest value in simple terms and deal with them. But, if we haven’t done the assessment correctly, then it doesn’t mean anything. Any one of those figures, when incorrectly assessed, can cause the assessment to be incorrect overall. Too low and you’re going to have gaps and you’re going to fail. Too high and you’ll expend disproportionate effort and resources – neither is good. I was never very good at maths at school – but if you are, then why don’t you think about this and.

Emerging global and interconnected risks, the study that I carried out not only considered what these security managers and practitioners were capable of visualising and achieving, but also attempted to divine the levels of willingness and foresight to embrace concepts outside their ‘comfort zone’. The levels of expertise, experience and academic and intellectual flexibility, as well as the attitude of respondents to security management as a dynamic function, rather than a reactive.

(assuming that they are real) are continuing to arise, as theorised in published literature, but also that security management is, on the whole, conservative and risk-averse. Security is dominated by the narrowly focused, which has little clear recognition not only of the risks, but also of its own educational and development needs. Global business is competitive, and global risks can have debilitating and potentially business-fatal consequential effects. Those organisations and individuals.

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