Assess Capability and Maturity in Operational Resilience |
The measurement of the implementation and performance of OR processes provides a snapshot of the organization's operational resilience. This maturity assessment can target specific units, departments, or the entire organization.
Assessing capability and maturity is a pivotal aspect of the implementation process. The discussion introduces a structured three-phase approach for OR capability and maturity assessment.
The three phases, Assess, Analyse, and Address, form the core framework for this comprehensive evaluation.
The first phase, Assess, thoroughly examines existing strengths and weaknesses in each area. The subsequent phase, Analyse, focuses on identifying critical parameters for improvement based on the assessment findings—finally, the Address phase centres around developing and implementing strategies to rectify identified weaknesses, fostering improvement.
In this phase, the organization evaluates its readiness by examining various dimensions such as strategy, objective setting, governance, and cultural awareness of risk management. The maturity model becomes a guiding framework, allowing organizations to pinpoint their current position on the resilience journey. Engaging with Senior Management and stakeholders through interviews and surveys helps gain insights into individual perspectives, aligning these insights with the end-to-end flow of critical processes.
The assessment extends beyond quantitative measures, recognizing the human element in the evaluation. This involves understanding that biases may exist in individual viewpoints, emphasizing the importance of engaging stakeholders directly. Organizations can foster a culture of resilience by embedding Operational Resilience practices into daily business operations, such as by including mandatory training in e-learning portals. This cultural integration is crucial for ensuring that the OR program adds tangible value to the organization and aligns with the strategic objectives of key stakeholders. Overall, the assessment phase is a vital compass for organizations, guiding them towards a resilient future.
The assessment process involves a multi-faceted approach that includes surveying individuals, conducting interviews, and reviewing existing frameworks and policies. Engaging with various departments ensures a holistic understanding of the organization's resilience landscape. While surveys provide structured questions, interviews offer a more nuanced view, uncovering biases and individual perspectives.
One practical strategy is to align the assessment with existing business processes. For example, integrating resilience considerations into the approval process for new products ensures that resilience becomes an inherent part of decision-making. The emphasis on practical integration extends to mandatory training, using e-learning portals to reinforce key resilience concepts.
The assessment is an ongoing journey; organizations often find themselves at different maturity levels. The realistic acknowledgement of these levels and a commitment to continuous improvement are central to successful resilience initiatives. By weaving Operational Resilience into the fabric of daily operations, organizations can instil a proactive culture that meets regulatory requirements and adds intrinsic value to the business.
The Operational Resilience (OR) journey is structured into three key phases: Assess, Analyse, and Address, each contributing to a comprehensive understanding of organizational capabilities and maturity.
Key Areas of Assessment
Process
Process
Process
This three-phase approach aims to assess organizational capabilities and maturity comprehensively. The organization can enhance its effectiveness, efficiency, and customer satisfaction by systematically analysing and addressing weaknesses. Implementing recommended strategies will better position the organization to achieve its mission and vision.
The initial "Assess" phase evaluates functional capabilities across governance, organizational design, technology, processes, roles, and responsibilities. A thorough examination of strengths and weaknesses is conducted, gathering data to comprehend the organization's current functionality.
Moving to the "Analyse" phase, the objective is to identify critical parameters for improvement based on the assessment. Scorecards and radar charts capture and communicate assessment findings, collaborating with the Operational Readiness (OR) team leader to prioritize crucial areas for immediate attention.
The final "Address" phase involves developing and implementing strategies to rectify identified weaknesses. Senior management and business heads come together to address weaknesses through brainstorming collectively. Action ideas are compiled and refined using decision tree diagrams, and a Gantt chart is employed to create a structured improvement roadmap.
Phase Two emphasises the challenges and urgency of resource acquisition as the OR journey progresses. Engaging senior management, aligning critical business services globally, and addressing regulatory compliance deadlines become focal points. Governance and education are crucial pillars, emphasizing the need for clear committee charters, mandates, and continual stakeholder education.
Analysis and Address (Phase Two) highlights the importance of strategic communication, education, and effective governance structures. Stakeholder involvement is crucial, focusing on embedding operational resilience principles into the organizational DNA. A risk-based approach is discussed, concentrating efforts on high-risk areas and prioritizing action plans.
Addressing Identified Gaps further explores how gaps and areas for improvement serve as foundations for discussions led by business and function heads. Ownership of action plans, ongoing monitoring, and a risk-based approach guide the prioritization of action plans. The conclusion underscores the importance of continuous improvement within people, processes, technology, and governance.
Continuous improvement is framed within four pillars: people, processes, technology, and governance, with senior management holding accountability for the entire operational resilience program. Reporting becomes a comprehensive endeavour, focusing on issues and showcasing successes, highlighting the value brought to the organization.
The presentation concludes by hinting at the following steps, urging the audience to read through a section related to the missing link, and emphasizing the practical application of key principles discussed during the sharing session. Overall, the three-phase approach provides a structured and systematic way to assess, analyze, and address organizational capabilities and maturity in Operational Resilience.
| Related Content |
To learn more about the course and schedule, click the buttons below for the OR-3 Blended Learning OR-300 Operational Resilience Implementer course and the OR-5 Blended Learning OR-5000 Operational Resilience Expert Implementer course.
| If you have any questions, click to contact us. |