Resilience Thinking – It’s when not if.

 The shape of change The recent and rapid evolution of our high streets in the UK and main street USA have been a very visible sign of change which few will have missed. Resilience thinking helps business leaders understand what that change will look like for their...

Decision making on the shifting sands of the facts.

Facts can change. The foundation of any good decision should be the facts, so how should we build a fact based culture in a business?

Is our personal resilience at risk from hyper-connectivity ?

Personal resilience is more important today than it ever was. Providing inner strength, it helps us to go with the flow and bounce back from adversity. More than a buzzword, personal resilience can be learned and contribute real advantages in situations which disrupt...

Demographic change, a slo-mo disruption?

Staff are the core of any business, without them we all might as well shut up shop and go home. However across many economies, organisations are struggling to recruit and retain staff against multiple headwinds of demographic change which are global in nature but local in impact.

Risk forecasting, mirage or science?

How to move from Risk Forecasting to Resilience Thinking. There are known knowns. These are things we know that we know. There are known unknowns. That is to say, there are things that we know we don’t know. But there are also unknown unknowns. There are things we don’t know we don’t know.

Adaptive capability and making a drama out of a crisis.

How can an organisation build adaptive capability to improve it’s resilience. Strategies including product-as-a-service, agile manufacturing, mutual support, and Auftragstaktik can contribute to preparations for disruption to give an organisation the ability to survive and create new opportunity.

How community resilience can build resilient organisations

Building community resilience is one concrete way we can create a more resilient organisation. By preparing ahead of disruption, communities and the organisations they contain can resist disruption, respond effectively and make positive changes as a result.

Disruptions usually start small and look insignificant.

A 20-20 rear view of disruption and electric vehicle charging. Disruptions are often seen as bad, to be avoided and minimised, resilience is about more than just weathering disruption but seeing it as an opportunity

3 Lessons in Business Resilience from Easter Island

3 Lessons for business resilience from Easter Island. Will we continue to optimise today without considering the future and continue blindly with business as usual? Or will we learn the lessons of maintaining outward views, incentivising the correct decisions and creating sustainable innovation strategies to build resilience into our organisations?

Resilience 101. Sustain, thrive and grow your organisation.

We believe organisation’s must be resilient to survive and be sucessful. How? By building strength, resilience capability and taking advantage from disruption.  In today’s world it’s a strategic imperative.

Resilience 101. Sustain, thrive and grow your organisation.

Resilience – The new advantage


We believe organisation’s need a resilience vision to sustain, grow and be successful in the long run. How? By building strength to maintain their vitality, enhance resilience capabilities to respond effectively and to take advantage of disruption.  In today’s world, it’s a strategic imperative.


However building this capacity to sustain, respond and create advantage from change or disruption is rare, this is resilience 101.

  • The vision of every organisation needs resilience to succeed.
  • Resilience shouldn’t be restricted to a few global corporations but accessible by all organisations; private, public and not for profit.
  • Resilience isn’t just a buzzword; it is intentionally built with real and tangible capabilities.
  • Every organisation is unique and so is what it needs to be resilient.
  • Leaders need to make resilience a strategic issue and part of the DNA of the organisation.
  • Resilience should be at the heart of every decision, be systematic, holistic and evidence-based.
  • Building resilience is collaborative, ongoing and gives voice to diverse expertise both inside and outside the organisation.
  • Resilience thinking can be taught and learned to create a mindset and a culture which is not only ready but thrives on disruption and change.

Leadership – the essential ingredient

Resilience isn’t new; many successful organisations are resilient, some by good fortune, others by deliberate effort. It is usually hard won by trial and error, the steady building of experience and learning from failure at both personal and organisational levels. Today’s environment for organisations and their leaders is, however, evolving at an ever-increasing pace, preventing this incremental approach to building resilience. The volatility and uncertainty created by the nature and extent of the growth of technology, societal change and global interconnectedness magnify the vulnerability to each disruption. Resiliency has many dimensions, socio-economic, technological, organisational as well as purely physical capabilities which need to work in concert. Creating success by balancing these capabilities for a specific context requires inspiring leadership willing to be counter-intuitive and at times challenge traditional business wisdom.

A vision of a new reality

Using a unique standardised methodology and research-based tools, any organisation, business, operating unit or department, can understand and explain resilience in their own context, quantify specific capabilities and create an action plan. A mix of free tools paid support packages, bespoke consultancy services and free educational resources means resilience building is within reach of any organisation whatever size, shape or vision.

Creating your resilience advantage

So building resilience is not just a game of chance, it can be understood, measured and improved. Are you taking the next steps to create your resilience advantage?

The author, Jason Valette is a Resilience Consultant at 360 Resilience Ltd.



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