The turbulent global environment brought about by the coronavirus pandemic highlights a significant need for both organisations and governments to implement and maintain their operational resilience strategies.
Before we establish the importance of operational resilience in the day-to-day running of any business, charity or government organisation, first we must define what the term means. In short, operational resilience is an outcome that benefits from the efficient management of operational risk.
What do we mean by this? Well, activities such as risk identification and assessment, risk mitigation and ongoing monitoring work all play their part in minimising operational disruptions, no matter what form they may come in. Operational resilience is the proactive work that’s done to prevent organisational impacts in the reaction to uncontrollable events.
Usually that work ensures a business can keep running, and making profits, or a government can continue to run a country. It is a hugely important part of what we do here at Rose Partners and is integral to the strategies we build for and approaches we take with our clients.
OPERATIONAL RESILIENCE STRATEGIES
‘While it may not be possible to avoid certain operational risks, like a pandemic, it is possible to improve the resilience of an organisation’s operations to such events,’ explains Rose Partners CEO, Adam Honor.
‘Operational resilience is the capability of organisations to continue to deliver critical services in the face of evolving threats. The current pandemic is a prime example of the type of external threat that can prevent an organisation from doing what it does best but with the right planning, the impact can be minimised. That’s what operational resilience is all about.’
There are many elements to operational resilience but they all begin with an initial assessment to establish where the risks lie, what their impacts could be and how they can be mitigated against.
Sometimes this requires immediate implementation of risk-averse solutions, sometimes it requires a reactionary plan to adapt and overcome an operational threat. Whatever the outcome, understanding the need for operational resilience is the first step to ensuring a dynamic, adaptable approach that can overcome issues and enable an organisation’s work to continue.
IMPLEMENTING OPERATIONAL RESILIENCE
As experts in operational resilience, Rose Partners consider all risks to delivery and are well adept at implementing robust solutions should the worst happen.
‘We consider all areas of risk when working with our clients,’ adds Honor. ‘That could be cyber threats, impacts on a supply chain, threats to personnel or potential logistical issues. We have to approach every aspect with a worst-case scenario and work backward from there.
‘For instance, what would happen if a supply chain were interrupted – is there a plan B and how can we swiftly and efficiently put that option into play with minimal impact to an organisation’s overall delivery.
‘From there we can coordinate the management of risk assessments, risk monitoring and execution of any controls that impact workforce, processes, facilities, technology and third parties across the
areas of security, safety, privacy, continuity of operations and reliability.
‘Once this assessment and planning is complete, it’s then critical to review these strategies and consistently adapt them to new, emerging threats.’
To understand more about operational resilience and how your organisation could be affected by external and, potentially, internal threats, contact a member of the Rose Partners team today.