Sustaining Your Operational Resilience Program
Once the operational resilience program is implemented, It is time to maintain and sustain the OR effort. This is the Sustain or third phase of the OR Planning Methodology.
The approach includes building OR into the change management culture and having an effective strategy for communicating and embedding OR at all levels of the organisation.
It includes setting an efficient and effective training and awareness program, assessing and reporting OR readiness to the highest level of the organisation, and continuously improving the OR program via independent review.
The challenge is that when the OR program is initiated, the focus and attention to this program will be diverted to other organisational projects and priorities; hence, there is a need to engage and communicate with the respective stakeholders.
If you need to know more about the technical terms, click the BCMPedia icon to learn more.
These are the steps to maintain and "Sustain" your OR program.
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OR Planning Methodology
Sustain Phase
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Key Activities [S1 to S5] and Learning Objectives for Sustain Phase [P3] |
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[S1] Introduce Cultural Change Management |
Embed OR into change management processes and procedures focusing on the cultural aspect. |
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[S1] Learning Objectives |
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- Define "cultural change management" and its role in sustaining operational resilience.
- Explain the importance of consistent terminology for operational resilience within an organization.
- Identify critical components of a cultural aspiration for operational resilience (e.g., focus on structure, skillset, mindset).
- Describe specific critical behaviours that employees should exhibit to embody the desired culture.
- Discuss different formal and informal mechanisms for embedding organisational operational resilience practices.
- Analyze methods for measuring the effectiveness of cultural change efforts (quantitative and qualitative).
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[S2] Develop Communication Strategy |
Create and communicate internally and externally, ensuring roles are fully understood during a disruptive event. |
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[S2] Learning Objectives |
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- Define the purpose and importance of a communication strategy within operational resilience.
- Differentiate between internal and external communication needs for operational resilience.
- Identify the critical requirements for an effective operational resilience communication strategy.
- Apply existing communication plans and structures from crisis management and business continuity to operational resilience.
- Develop a roadmap for implementing your organization's operational resilience communication strategy.
- Design compelling communication content tailored for different channels and audiences.
- Collaborate with cross-functional teams to ensure effective communication during disruptions.
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[S3] Implement Training and Awareness |
Provide teams with the knowledge, experience and expertise to help protect organisations from operational incidents.
The significant difference between training and awareness is that training seeks to teach skills which allow a person to perform a specific OR function, while awareness seeks to focus an individual’s attention on an OR issue or set of issues.
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[S3] Learning Objectives |
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- Grasp the significance of training and awareness in building operational resilience.
- Differentiate between the various levels of training needed for diverse roles within an organization.
- Acquire knowledge of effective training methods for operational resilience.
- Contribute to developing and implementing training and awareness programs in your organization.
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[S4] Provide Self-assessment |
Document the organisation's OR journey and how they have achieved compliance with the regulations. |
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[S4] Learning Objectives |
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- Understand the importance of self-assessment in operational resilience.
Identify who should conduct self-assessments in an organization.
- Determine the appropriate frequency for conducting self-assessments.
Learn how to report the findings of a self-assessment effectively.
- Explore different approaches to self-assessment, such as the "Own Self Check On Self" framework.
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[S4] Conduct Independent Quality Review |
Enable internal review of OR capability. |
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[S5] Learning Objectives |
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- Define the purpose and importance of conducting an independent quality review in operational resilience implementation.
- Understand the roles and responsibilities involved in the review process, including internal audit, external auditors, and regulators.
- Identify the critical elements of a comprehensive and practical independent quality review.
- Compare and contrast different models for structuring the lines of defence in operational resilience, including the traditional three-line model, BCMI's four-line model, and the "triangle" model.
- Analyze the importance of senior management accountability in maintaining and improving operational resilience.
- Recognize the need for continuous program management to ensure the ongoing effectiveness and relevance of the operational resilience framework.
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To learn more about the three components of the roadmap, click the respective "Plan", "Implement", or "Sustain" buttons.
| OR Planning Methodology [Roadmap] |
Plan [P1] |
Implement [P2] |
Sustain [P3] |
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Learn more about Blended Learning OR-300 [BL-OR-3] and OR-5000 [BL-OR-5]
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.
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If you have any questions, click to contact us.
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