By Phillip Wood
Resilient Thinking discusses the significance of pondering laterally approximately strength affects in your supplier and examines a ‘thinking’ method of resilience administration.
As you learn this ebook, you'll find out how to:
• Optimise profitability via puzzling over find out how to make the perfect judgements in your agency within the present enterprise climate
• understand capability hazards and threats on your service provider and minimise effect, should still the worst happen
• Rnderstand the drawbacks of 'silo' operations and procure the buy-in of all staff and departments for your resilience planning
• increase your potency and profitability, as you significantly verify your organisation's strengths and weaknesses
• positioned plans in position that are not pricey, correct, viable and reality-based, and as a way to let a go back to ‘business as usual’ as fast as attainable after an incident
• defend your organisation's resources and key stakeholder relationships
• retain your aggressive facet, as you draw on wisdom received via your event and that of your competitors.
Resilient Thinking will revolutionise your method of chance research and situation administration. no matter if the worst does ensue, you may be absolutely outfitted to deal with it.
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Additional resources for Resilient Thinking: Protecting Organisations in the 21st Century
The fact that you’re reading this probably indicates that you have some level of interest in the subject matter and that you want to ensure that through adopting the resilient-thinking approach you will be able to improve the survivability of your organisation, and help it come to a conclusion whereby, if something does happen, you will be able to respond and recover to meaningful levels. That will be good for you, as well as fantastic for the business. If there is a real problem or issue and you are the person who steered it through to success, then you’ll probably get promoted.
What is certain in this world of uncertainty, and predictable in this world of unpredictability, is that those who are better prepared, those who have protected themselves, and those who have considered routes and methodologies for pulling themselves free of any problems that may arise will be in a better place than those who have not. Forecasters get some things right, but they also get a lot of things wrong. However, the best forecasters, and the ones who are most successful, are the ones who have thought about issues, influences, components and dynamics of situations, rather than those who merely stare at the horizon and try to divine what is coming next based upon guesswork and cursory glances.
We hear all these clichés about them needing to be living documents, current, and reflecting an agile organisation. They may be clichés, but clichés are normally there for a reason and the reason is that they are said often. If something is said often then it has a good chance of being true. So, if what you have in place doesn’t match these clichés, then what you have in place is probably not worth very much. If you’ve got your planning significantly wrong, what you have in place may actually be a liability.
Resilient Thinking: Protecting Organisations in the 21st Century by Phillip Wood