Gracey Aaron
Squared Apples, Grassington, Bancroft.
J Bus Contin Emer Plan. 2020 Jan 1;13(4):313-327.
This paper discusses the challenges faced by organisations as disruptive events increasingly impact across operational, tactical and strategic operating levels. Organisations maintain the foundation of society by building the economy; they provide employment, wealth generation, material, services and community spirit. Simultaneously, they are being forced to diversify and innovate to maintain their share of global or local markets, thus inviting risk into the daily operating model. Organisations with a higher level of internal resilience are better poised to mobilise resources, allocate personnel and prioritise key functions, with leadership teams unafraid to make difficult decisions based on intelligence and evidence-based analysis, although there is still a limited understanding of how a resilience framework can benefit the bottom line. Effective leadership, evidence-based decision-making and business intelligence collection and dissemination are critical to success; however, to truly build resilience capability, organisations need to develop a learning organisation mentality, and move the concept of organisational resilience away from technology to become a people-focused strategy. Organisations must change the mentality of using resilience to generate short-term financial gains and instead focus on long-term sustainability.
本文探讨了随着颠覆性事件对运营、战术和战略运营层面的影响日益增加，组织所面临的挑战。组织通过建设经济来维持社会的基础；它们提供就业、创造财富、提供物资、服务和社区精神。与此同时，它们被迫进行多元化和创新，以维持其在全球或本地市场的份额，从而将风险引入日常运营模式。具有更高内部韧性水平的组织更有能力调动资源、分配人员并确定关键职能的优先级，其领导团队敢于基于情报和循证分析做出艰难决策，尽管对于韧性框架如何能带来经济效益仍缺乏充分理解。有效的领导力、循证决策以及商业情报的收集与传播对成功至关重要；然而，要真正构建韧性能力，组织需要培养学习型组织思维，并将组织韧性的概念从技术层面转变为以人员为中心的战略。组织必须改变利用韧性获取短期财务收益的思维，转而关注长期可持续性。
