This was a good start to the Thought Leadership stream at the conference, presented by Dr Paul Robertson from PwC.
He observed that we seem to be having the same conversations in this industry year after year – lack of engagement and support from Executives is one. Interesting observation that after all the conversations we don’t seem to have changed our practices.
What ceo’s actually care aboutFortunately he is able to survey what CEO’s are actually interested, which will hopefully help us. According to his survey they are concerned about achieving a balance between efficiency and agility – not BCM.
One the other hand BCM is generally only focussed on a single type of crisis – the sudden onset, immediate impact style. Robertson mapped these styles in terms of scale of impact over time. Another style can have significant impacts but start as slow burning issues which is often harder to detect and trigger a CM response. There are also those that are the result of strategic disruptions, which are rarely addressed by BCM.
There is a significant difference between management and leadership. We are missing the point when we focus on crisis management rather than including crisis leadership. We need a management capability to be in place to underpin crisis leadership – but they are fundamentally different things.
Robertson also made an interesting reference to resilience – where he suggested that perhaps we could see this defined in terms of bringing the various organisational disciplines in and working together.
He suggests a number of areas that we need to address to focus on the
His suggested actions we need to take include;
His closing questions;
Who will do it – is BCM really the discipline who can step in here?
What skills will they need – and how will they be developed?
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