The Future in Our Hands
Updated: Jan 26
Since January 2020 the world has been going through a health emergency which is unparalleled in modern history, and for organisations this had led to the most significant business continuity incident that many will ever experience. As a result, even though the situation is ongoing, lessons are continually being learned. This is because our normal societal systems are trying to re-write themselves - with, not always helpful, assistance from humans!
We are nowhere near a post incident situation yet, but we are definitely at a 'mid-incident dynamic review' stage - i.e. organisations should be constantly reviewing the impact of the situation, then learning and adapting as they go along (& let’s hope the vaccine manufacturers have an extremely robust and well-rehearsed business continuity plan to cope with unplanned disruption – or indeed sabotage via a cyber or physical attack!). It's all about horizon scanning and attempting to stay one step ahead of the risks and impacts, as far as possible. This is of course not easy as we are dealing with nature, and the pathology of the virus and its human, social and economic impact, is therefore unpredictable.
One of the major Business Continuity lessons therefore from Covid is that broad flexible plans which will cover any eventuality are vital, and also that exercising the plans and rehearsing the teams are key. Another big wake up call is that Business Continuity needs to be strategic and not just reactive - i.e building resilience into the very core of the organisation, to cope with whatever the next crisis is - and rest assured there will be one, we just can’t be sure what it will be (a mass cyber-attack on critical infrastructure maybe?)
In the fluid unstable world we now live in, the organisations who will survive - and possibly even thrive, are those who are willing to be agile and flexible. This means agility in their operational approach, in order to continue their key services, processes and products to an acceptable level. However, it also means agility in their overall company focus, which means the most senior leaders of the organisation will need to review the core strategy, purpose and goals. In order to survive, some huge far-reaching questions need to be asked by the senior team - e.g. Who are our customers and markets now? What do they need in this new Covid landscape, and what will they need in a post covid world? How can we fundamentally adapt and change the business to deliver our new vision - even if it means taking our organisation and staff in a new direction?….and perhaps most importantly, how do we build resilience and continuity into our DNA?
To address all of the above effectively they need to make the best of, and develop further, the skills and experience they already have, and take their employees on this journey into a new post pandemic future. For those organisations who adopt this approach, they could be the proverbial ‘phoenix rising from the flames’.
To listen to the story of how the Solicitors Regulation Authority (SRA) https://www.sra.org.uk successfully handled the Covid-19 situation – and continues to navigate the choppy uncertain future, join me at the Core Global Summit in March https://coreonline-certifications.com/home/.
Hear about the response, challenges, and fantastic teamwork which means the SRA have delivered all their work, as well as significant major IT and reform programmes, while dealing with Covid-19, and are learning lessons from adapting to the pandemic that will help them in a brave new post Covid world. (It will come one day!).