“Protective agencies within organisations often lack strategic influence, operating independently of one another, conflicting over areas of responsibility and resources.”
Managing Challenges, Change and Opportunity across the Enterprise
The interconnected and interdependent nature of organisations means exposure to a turbulent international business environment and a range of external risks and opportunities.
For many organisations shorter production lifecycles and more individualised customer demands are increasing the need for even greater connectivity and integration throughout the supply chain driving the need for greater resilience. These requirements when contrasted with increased volatility in the external environment represent a significant challenge for organisations.
To anticipate, plan and manage uncertainty within the external environment requires that organisations build and maintain networks with governments, non governmental organisations (NGOs) and other stakeholders to acquire intelligence, change behaviours, change legislation, dissipate potentially damaging confrontations and solve complex issues often outside of an organisation’s direct sphere of control. Business Diplomacy competencies are recognised as key for the development of an adaptive capacity to strengthen the organisation.
But what about the agencies within the organisation that have responsibility for anticipating, preparing for, responding and adapting to everything from minor everyday events to major situations?
Examples of these protective agencies include Physical Security, Information Security, Business Continuity Management, Crisis Management, Risk Management, Asset Management, Facilities Management, Quality Management and Reputation Management.
Protective agencies within organisations often lack strategic influence, operating independently of one another, conflicting over areas of responsibility and resources.
This introduces weakness affecting the organisation’s overall ability to anticipate risks, identify opportunities and develop the necessary agility to respond in a timely manner.
So could diplomatic knowhow be applied here too?
Experience of international business and politics, management of multi level, cross cultural interfaces at the internal and external boundaries of the organisation can be used to promote collaboration between divisions/business units and supply chain, represent the consolidated view of protective agencies at board level and unite those concerned with maintaining the depth and breadth of resilience across the enterprise.
Top management receive a consolidated view of intelligence (internal and external) used to set direction and inform decision-making
Organisational resilience is strengthened through greater integration of specific disciplines and improved understanding of critical interdependencies
Improved efficiency through closer collaboration between protective agencies
Increase power and legitimacy for agencies at board level, to influence strategy and development of a resilient culture
End to end view across internal, supply chain and external environments
Emphasises a common goal for organisational resilience
Greater agility in detecting, anticipating and responding to incidents or crises
Increased capacity to adapt to change
Facilitates progression towards a single architecture for the management of enterprise organisational resilience
For an organisation to survive and thrive requires the ability to identify and adapt to change and uncertainty where possible before the need for change becomes urgent. The ability to adapt in this way represents an opportunity to outperform competitors and improve brand, trust and reputation with customers and stakeholders.