Why is it that we fear so much? Frank Furedi shows how the notion of all kinds of vulnerability and possibilistic (worst likely) risk thinking has dethroned probabilistic (most likely) risk thinking.
I really should no longer be so surprised that my idea of how to differ robustness from flexibility from agility from resilience resonates with quite a number of people, including Si Alhir.
Posted in BLOGS and WEBSITES
Tags: agility, Alhir Sinan Si, anti-fragility, flexibility, fragility, Hamel Gary, Holling Crawford Stanley, resilience, robustness, Taleb Nassim M, vulnerability
Capability is an important measure in adressing vulnerabilities and in assessing resilience. Is there a way to quantitatively describe what capability entails?
Supply chain security appears to be overlooked in supply chain risk management. However, supply chain security can add to the robustness and resileince of the overall supply chain, providing a “safety net” of services that protects and enhances the overall supply chain operation.
Robustness. Flexibility. Agility. Resilience. One of my concepts that I have found cited more recently is what started out 11 years ago, and what later became in my mind the perfect illustration of these four terms.
The resilience of any system can be measured by two dimensions: robustness, the extent of system function that is maintained, and rapidity, the time required to return to full system operations and productivity. In essence, pre-disaster mitigation fosters robustness, and post-disaster adaptation fosters rapidity.
Maritime transport is a vital backbone of today’s global and complex supply chains. Unfortunately, the specific vulnerability of maritime supply chains has not been widely researched. Perhaps because it is such an obvious part of today’s supply chains that it is not looked at specifically, and just assumed to be part of the wider picture.
More than 400 papers out of thousands of documents were selected and narrowed down to 70 or so core papers, clearly showing the dominating trends within research into organisational resilience. What to read and what not to read?
So I now call myself “Resilience Adviser”. And what do I do? My job is to oversee that the state-managed road network in my region is planned, built, operated and maintained so that it can function 24/7/365, and thus ensure societal safety and societal security.
Resilience. It is not so much about reducing the number of things that go wrong, but it is about improving the number of things that go right. Resilience Engineering rests on responding, monitoring, anticipating and learning. In that order.
Essentially, risk management is all about mitigation, whereas adaptation lays the groundwork for resilience. Risk management is only about preparedness, response, and recovery. By adding adaptation to those three we also add resilience.
This month’s blog is based on a true story, namely the academic journey of Charlie Newnham, who is studying for her MSc in Resilience at the University of Cranfield, UK, and chronicles her (almost daily) thoughts, her ideas and struggles as she comes to grip with what to write in her thesis topic.
What does it mean to be a resilient organization? Blending academic research and managerial insights this book provides a different look at resilience, where resilience is more than just the ability to meet adversity; resilience is an essential element of a company’s competitive advantage.
What happens when a business is disabled for a length of time? What are the impacts on its profitability, service delivery, and employees? What are the effects to the broader community? What are the key attributes that can help a business to bounce back or bounce forward from a disruption?
Oh dear…another earthquake in Christchurch, New Zealand, less than 6 months after the previous disaster, and this time perhaps even more devastating. One thing for sure, this community is having its disaster plans, business continuity measures and its resilience (and resolve) tested to the full
Resilience is related to three overarching concepts: 1) the vulnerability to unpredictable shocks, 2) the resources or wealth available to a system to help it change, and 3) the internal controllability of relationships in a system, i.e. its rigidity or flexibility.
This book is about the principles, frameworks and processes that enable the aligning of a company’s specific customer value proposition with its operations strategy.The book is built around 33 rules that cover all possible aspects of supply chain operations and management, and that are placed throughout the eleven chapters of the book.
This article paints an interesting picture of how supply chain professionals view risk, which risk they perceive and what they do in reaction to these risks.
ISO 28002 – Security management systems for the supply chain – Development of resilience in the supply chain – details how an organization can engage in a comprehensive and systematic process of prevention, protection, preparedness, mitigation, response, continuity and recovery.
I don’t always keep up with the subjects of my reviews, and today I was very saddened to learn that David Kaye passed away more than a year ago. David Kaye was a leading author, lecturer, examiner and workshop leader on risk management and business continuity subjects.