The Covid19 outbreak has seen a lot of new government policy created. Here in Australia we have seen lockdown and isolation policies to manage virus impacts and health outcomes, financial assistance packages to soften the economic impact and maintain some commercial readiness for an economic recovery and most recently a focus on the need to […]
… conversations are central to resilience, and continuity.
This is not a new idea, I wrote about the value of conversations over two years ago, and The Cluetrain Manifesto is 15 years old. Sometimes we just need to be reminded of the things we already know. For me that reminder came in the form of my recent visit to Continuity Insights Management Conference in […]
… awareness takes more than a week
If we want to maintain awareness about our industry, and perhaps one day even raise it to the level of a profession, then we need to focus on creating new knowledge and improving our craft all year round – not just 1 week of the year. Perhaps the most useful (in my humble opinion) contribution […]
… age is not an indicator of resilience
Recently I read an article that posed this question, “Why is a seven-hundred-year old company not well-known and celebrated as an exemplar of corporate resilience?”1 The company in question is called Stora Enso – and while they may have a case, the recent events with “News of the World” prove that age of an entity is […]
… explore vs exploit – resilience as learning.
To be resilient requires that we be open to new ideas. That has been a message in a number of the posts in this series, including the previous post discussing the Hamel & Valikangas article. Here is a new idea – resilience can mean different things in the Strategic, Tactical and Operational contexts of an […]