Straturity

Transforming Organisations

Impact of Development

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Strengthening Resilience – on both the personal and company levels

The Cambridge English Dictionary defines resilience as “the quality of being able to return quickly to a previous good condition after problems”.

This simple description belies the challenge many individuals and enterprises are experiencing at a time of widespread uncertainty and in the face of multiple, self-compounding “problems”.  But it provides a good starting point to reflect on what is necessary in order to reestablish a “previous good condition” and be able to rebound, despite the continuing presence of such problems.

Let’s take individuals first. One of the most important steps a person can take, in order to build resilience, is to recognize (usually unwanted) feelings of concern, helplessness and despair. Instead of trying to ignore them and hope they will go away – which normally just results in making them all the stronger – it is useful to take stock of the exact situation one is in at the moment. Just doing so will often enable a person to start reflecting on how to improve their situation or resolve or at least mitigate current problems. And clarifying what the situation is and the options for resolving it allows one to face fears (the monster you know is much less threatening than the monster you don’t know but fear) and in so doing reduce them.

Considering that fear is mostly the result of feeling unable to control a situation, person or event, once one can face it down, they can build resilience!

How does this apply to organizations?

In a crisis, organizations often get stuck in trying to address the current challenge which, although important, is not sufficient to return to a previous good condition! Here too, it is essential to clarify the exact situation of the company from several perspectives, in order to prioritize measures to be successful. In my experience, without a clear picture of the exact situation, an organization risks wasting precious resources chasing unreachable goals. And this is the exact opposite of resilience!

Resilience in an organization or a company can best be observed if its people identify with the purpose and strategic goals, culture and governance and have the means to decide flexibly and responsibly how to respond to challenges as they arise.

So how can you check your exact situation (which will give you an idea how resilient your company is)? One way is to engage expensive consultants to perform an audit. Another is to access the Straturity Human Capital Self-Assessment© and obtain rapid, clear results. 

For more information (in German), we invite you to attend a (gratis) webinar on Monday, June 8th, at 14:00 CET. It would be our pleasure to welcome you there! Here is the link to register: https://lnkd.in/dvtQxQp

For information in English, let us know of your interest and we will provide all information. We look forward to hearing from you!  

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Make your company more resilient!!

Lots of people are talking about resilience these days, as the secret to staying afloat and strong in times of extreme challenge. But what is resilience in companies and how can it be built?
Clues to the answer can be found in the psychologists’ definition of resilience: psychological stamina, or the ability to survive difficult situations without incurring lasting damage.
What does this mean for a company? Resilience in a company can best be characterized as the ability to successfully overcome crises, external shocks or major setbacks caused by changes to social, economic and/or political conditions, and to grow even stronger in adapting to the new circumstances.
Building and maintaining resilience should of course be automatically included in the strategic goals of any company hoping to survive and be successful in an unpredictable world. But this is much harder than it sounds. So, you may ask,


The development of a strategy for resilience should comprise the following main steps and answer key questions:

Carry out a structured, holistic (but also sufficiently detailed) status review
Identify risks and vulnerabilities, including those that could be game changers
Introduce preventive and protective measures
Ensure the optimal balance between agility and predictability
“Keep your eye on the ball”

  • Where does the company stand today?
  • What could prevent us from bounding back from a crisis?
  • How could we avoid or protect ourselves against such an occurrence?
  • How flexible can we be without losing our inner stability?
  • How can we maintain resilience on an ongoing basis?

It is often very difficult to develop an objective response to such questions, and companies spend considerable sums on consultants to obtain one. But there is another way: the STRATURITY Human Capital Management Self-Assessment© provides answers and specific recommendations for achieving continuous improvement. And it can be carried out from the comfort of Home Office!!

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What kind of society do we want?

California’s new labor regulation law has implications far wider than its stated goals (to give gig economy workers more stability and economic security). On the downside, if left unchanged, it will most likely hasten the death of some traditional industries that we appreciate and/or which still play an important role in society (such as local newspapers, which generally rely on independent journalists and haven’t in our evolving “faster, cheaper, more convenient” era found business models that will enable them to survive).

On the other hand, it is a start towards curbing the worst consequences of the new gig economy. For years, ever increasing numbers of people have been obliged to hold two and more jobs just to make ends meet. A growing percentage of these jobs are poorly paid (defined as full-time work that leaves the earner at or under the poverty level) and are configured to pass on full responsibility for social insurances to the job-holder. Figures published just last year show that some 40% of the American population, if confronted with an unexpected bill of $400, would need to borrow the money. This means that 40% of the population of one of the wealthiest countries in the world belong to the new precariat.

Even if one appreciates flexibility, there is no denying that these practices contribute significantly to the ever-widening gap between haves and have-nots in our society.

However, there are other dimensions to the problem, which will not be fully addressed by this law, and with which cities and communities world-wide are grappling due to the seismic changes being wrought by the gig economy: inner cities devastated by the loss of brick-and-mortar businesses unable to compete with online ordering; pollution and traffic chaos caused by delivery vans; loss of income through taxes, etc.

What kind of society do we wantIn my view, it is time to take a holistic view to the impacts of the gig economy and regulate accordingly, so that quality of life is not irretrievably sacrificed to the economic gain of a few individuals. And if paying its drivers a living wage makes Uber go bust, then perhaps there is an issue with the business model itself. Slavery and servant bondage were outlawed centuries ago. Do we really need to bring them back?

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Why the War for Talent is so relevant to risk management

Howard Schmidt (name changed to protect privacy), a software engineer in a leading machine-building company in Europe, realized that something was terribly wrong. The computers he and his colleagues used to write the software and firmware on which the company machines relied were suddenly closing down, and there seemed to be no way to restart them. Concerned that this could indicate a rapidly spreading infection of the entire system, he knew the time for response was extremely limited. He mustered as many colleagues as he could, ran to the demonstration and training rooms and the production facility, and systematically took all the machines offline. This very quick response prevented the virus from spreading to most of the machines and effectively protected them from a massive hacking attack, which would have completely crippled all operations for months had the hackers been able to access the machines. The far-thinking and rapid reaction of a committed staff member contributed significantly to reducing the damage done by an unexpected event/system-wide failure.

Why is this relevant?
A number of staff members of the company saw something unusual and put in urgent requests for support, but by the time the local and international IT support functions had clarified the source of the trouble, more than 24 hours had passed. In the event, local and international IT ended up working overtime for 10 days on resolving the hack into the computer systems of the company. And as it later turned out, if Howard and his colleagues had not seized the moment, the company would have been paralyzed for more than a month and suffered untold financial losses.

The best Business Continuity Planning in the world will not help you in a crisis if you do not have people in place who

  1. Think about what the entire company needs, not just their own unit or section
  2. Show deep commitment to the mission, vision and values of the entire company
  3. Are capable of thinking out of the box and finding the not-so-obvious solutions
  4. Are empowered to take decisions that may cost money and use up resources and
  5. Are not hampered by the fear of failure.

This is where the so-called “War for Talent” comes in. Companies are increasingly aware that to be successful in the digital age they need to attract and place the best talents. Where they don’t seem to be as consistent is in ensuring that these talents can grow, develop themselves and most of all thrive within the company culture and norms.

So it is essential – within a BCP exercise (or within normal strategic planning) – to verify that in all key locations and departments there are people who can challenge the status quo, think for themselves and act intelligently in an emergency. Once these people are in place, taking some time to ensure that they have what they need to succeed will keep them motivated and productive over the long-term, saving much more than what they cost.

And if your company is having difficulty attracting such people, it may be useful to start by examining the culture and working conditions, to see whether these are attractive enough for the kinds of talents you will be needing in the future.

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Note to The Business Roundtable: Effective Corporate Governance requires more than nice words!!

On August 19, the Business Roundtable issued a new definition of the purpose of a corporation, signed by 181 CEOs of leading American corporations. This new definition widens the responsibility of a corporation from simply focusing on creating shareholder value, to include delivering value to customers, investing in employees, dealing fairly and ethically with suppliers and supporting local communities. Altogether an honorable sentiment.

Of course, this statement could be taken as a cynical ploy to forestall a potential social explosion or a time trip back to the 1930’s, when it reflected the common understanding.  But taken at face value, it does represent a mindset change and effective repudiation of the shareholder orthodoxy of Milton Friedman. In other words, a very small step in the direction of (at least acknowledging the importance of) effective and sustainable corporate governance.

And even if I am wary of grand proclamations unaccompanied by specific policy recommendations, I am inclined to suggest waiting a year to see if anything has changed in the approach and way of doing business of these corporations. As one example of many, I would like to see whether Johnson & Johnson acknowledges its significant role in deepening the opioid crisis and commits to paying damages and supporting the communities its actions have helped devastate. Its top management publicly supports the new statement, as can be seen on the website of the Business Roundtable:  

“This new statement better reflects the way corporations can and should operate today,” added Alex Gorsky, Chairman of the Board and Chief Executive Officer of Johnson & Johnson and Chair of the Business Roundtable Corporate Governance Committee. “It affirms the essential role corporations can play in improving our society when CEOs are truly committed to meeting the needs of all stakeholders.”

To be sure: a more values-based governance from our largest corporations would indeed create massive positive change in Western societies and contribute to resolving some of the huge imbalances and problems they have helped create with the current, short-sighted focus on shareholders alone. The big question is: will they follow through?