In this session we will look at business resilience as a strategic capability, enabling organisations to navigate the increasingly complex and unpredictable market environment. We introduce Business Resilience Framework, a new comprehensive guidance for conducting business transformations triggered by external market conditions or internal organisational needs.
The framework presents a holistic approach for efficiently selecting and delivering business adaptation and transformation projects and programmes, sustainably and at pace.
The presentation is based on the material from the book “Business Resilience: A Practical Guide to Sustained Progress Delivered at Pace” published by Kogan Page. The book is also available on Amazon. The authors took advantage of 150 years of collective experience working with the UK government, professional and accreditation bodies, consulting and training organisations, and clients in a variety of industries, including healthcare, telecommunications, automotive, software, and higher education to create a robust guidance for sustained organizational progress.
Key points:
Why does classic strategic planning fail in the VUCA world?
A new paradigm focused on Business Resilience
Business Resilience Framework and how it facilitates successful delivery of the right projects at the right pace
How can one use this approach in their own organisation?
Inlcudes PM Book Club and Book Launch at University of Westminster, London
2. David Roberts – Author Business Resilience, CEO CUPE International, Agile Business
Consortium Director, Business Consultant, ChPP, ChMC, MBA, BSc, Accredited Trainer:
MoP, MSP, MoV, PRINCE2, PRINCE2 Agile, AgilePM, Agile Programme, Agile Digital
Services, Scrum, Better Business Cases, Earned Value Management. PPM Auditor
P3M3, Business Resilience Fundamentals
Dr Islam Choudhury – Author Business Resilience, Agile Business Consortium Director,
PhD, Associate Professor Kingston University, PG Director MSc Computing courses,
Accredited Trainer: AgilePM, AgileBA, Business Resilience Fundamentals
Dr Serhiy Kovela – Author Business Resilience, Associate Professor in Project
Management at NCH/Affiliate Faculty Northeastern, Business Consultant, PhD, MSc,
MBA, BSc, Accredited Trainer: AgilePM, Business Resilience Fundamentals
Sheila Roberts – Author Business Resilience, COO CUPE International, Business
Consultant, ChPP, DMS, DIHMS, FETC, Chair ASPECT, Chair of Examiners APM, ChPP
Assessor, Accredited Trainer: PRINCE2, Scrum, Managing Benefits, Facilitation, Earned
Value Management, APM PFQ, APM PMQ, APM PPQ, APM Risk, Business Resilience
Fundamentals
Jawwad Tanvir – Author Business Resilience, Chair Metallogen Ltd, Business Consultant
and Coach, Accredited Trainer: Better Business Cases, Earned Value Management,
Scrum, PRINCE2, Business Resilience Fundamentals
Meet the Authors
3. 1. The Authoring Team – all the work over 2 years of idea
generation, modelling, writing, testing, and re-writing which has
produced the book
2. Kogan Page Publishers – all the staff who advised and produced
the book
3. APMG The Accreditation Body – who saw the need for
Businesses to become Resilient
4. The Reviewers – who embraced working at PACE!
5. The Delegates, Students and Participants – who provided
feedback on modelling and methods
6. PMI – our Sponsors, for digitising our launch and providing
access for those joining us virtually
7. And finally, our hosts – Westminster University – special thanks
to Nick for making this launch a reality
We are truly grateful!
Our thanks to The Magnificent Seven
4. As a team we came together before the pandemic… then the world had
changed….
“…2020 was a wake-up call. To thrive in the coming decade, companies
must develop resilience – the ability to withstand unpredictable threat or
change and then to emerge stronger…”
McKinsey, The Resilience imperative: Succeeding in uncertain times
The world is changed…
Published by Kogan Page in London and New York – April 2022
APMG Certification Professional Roles & Practice – June 2022
5. apmg-international.com
Why is Business Resilience essential?
The pandemic changed our definition of resilience. Pre-Covid, it was IT disaster recovery &
business continuity… but business continuity functions and roles are insufficient to
sustain businesses progress in VUCA conditions…
Today, resilience is about people and process. Smart companies understand technology is
an enabler, not a solution. True resilience, is both a hedge against continued volatility and
competitive advantage in an uncertain world…
There is more to Business Resilience than bouncing back….
of North American respondents had business
continuity plans in place, but less than half
were effective, as they were designed to
overcome local disruptions, not global ones...
62% 67%
of European respondents had
business continuity plans in
place, but less than half were
effective...
6. apmg-international.com
Business Resilience is bouncing forwards!
The BCG study highlights four necessities to achieving this competitive advantage:
• Anticipation – recognize threats and prepare in advance
• Cushioning – withstand the initial shock
• Adaptation – quickly identify actions & restore operations
• Shaping – shape industry dynamics in post-shock environment
Business Resilience is more than bouncing back – it is bouncing forwards!
More than an ability to survive… Some thrive in crises.
How do they do it?…
“…while crises occurred in only 11 of the 100 quarters studied,
relative total shareholder return (TSR) in those periods accounts for
30% of a company’s long-run relative TSR…”
25-year study of 1800 companies by Boston Consulting Group (Forbes, 2022)
7. apmg-international.com
Business Resilience most relevant to the following:
• Transformation Teams: An Organization’s Investment Committee,
Transformation, Development, P3O organisation, Programme, Change or
Project Management Teams
• Portfolio Development Teams: Organisations who have invested in PPM
and need to refresh their Product and Service portfolio, improve
Processes or Practices or adopt a progress-focussed team culture
• Crisis Teams: An organisation facing uncertainty following restructuring
or has struggled to re-energise staff following any VUCA situation (e.g.
financial crisis, pandemic, supply chain disruption, war, etc.)
Which Organisational Teams need Business Resilience?
8. .
PRINCIPLES
Organizational beliefs
and values which
guide actions in all
domains of the
Resilience Framework
RESILIENCE
Foundations
Functional capabilities
delivering improved
products and services
support PACE Culture
& PROGRESS Cycle
PACE Culture
Investing in human
capital to refocus on
sustainability and future
value, adapting to
changing environments
PROGRESS Cycle
Progress definition &
filtering of initiatives;
two decision gates
prioritize business &
customer portfolios.
ROLES
Leading, facilitating
and implementing
Business Resilience
Framework and
Value Initiatives
Success factors: purposeful business setup; culture of professionalism; less burnout and business failure
Modelling – evolution of a new framework
10. .
Business
resilience is
essential for
organizational
survival
Change is
certain,
business
resilience and
progress are
not
Strong focus
on customer
value
enhances
business
resilience
Ensuring
diverse
thinking
builds
business
resilience
Ethical
practices
build long-
term business
resilience
Business
resilience and
progress can
be realized at
a fast or slow
pace
Adopting a
robust model
focussed on
progress
strengthens
business
resilience
7 Principles of Business Resilience
7 Business Resilience Principles
11. .
Purposeful Mindset
Alignment with vision
and adaptation of a
growth mindset
Elevated Energy
Of self-managed teams
to enable performance
beyond expectations
Capability and Skills
To enable teams to
understand customer
needs and enhance
products and services
Application of Tools
Utilization of tools to
build, adapt and innovate
working solutions
PACE Culture
12. apmg-international.com
Board-level leadership responsibility for Business Resilience is
emerging, as PMO in organisations question how to sustain
progress and deliver value through VUCA conditions…
Smart organisations considering a Chief Resilience Officer role –
the C-level “Business Resilience Owner”:
• A master at bridging divides, driving coordinated action
across organisation and its partners
• A expert at building effective processes & decision-making
frameworks to respond with agility
Forbes Magazine: March 2022
Roles – leading and implementing Business Resilience?
13. Business Resilience Owner
• Leads Business Resilience Strategy
• Authorises Target Resilience Profile
• Defines Progress Cycle Definition
Progress Master
• Internal Lead as BRF Subject Matter Expert
• Ensures Progress towards Definition
• Brings BR to Life - Adapting & Supporting
Initiative Leader
• Lead the initiative team
• Plan and Deliver Changes, Projects, Programs
• Sustain Progress by delivering with PACE
Core roles
Resilience Professionals
Certified and/or Experienced
• Advise, coach or undertake Progress Master
or Business Resilience Owner roles
Roles – dynamic delivery of Business Resilience
Supplementary roles
14. Agile Project Professional
• Energising user experience in development teams
Change Professional
• Facilitating next ways of working and partnering
Programme Professional
• Driving initiative outcomes to realise a vision
Portfolio Professional
• Strategic analysis and investment decision-making
Risk Professional
• Delivering advice, assessments and workshops
Resilience Professional
• Leading sustainable organisation progress
Value Professional
• Driving better customer value in initiatives & Ops
CRO will engage organisational PPM Roles in Business Resilience
The CRO (as Business Resilience Owner) ensures existing Best Practice capabilities and skills
contribute to resilience and organisational progress in VUCA environments
15. 1 – Individual
Initiative Leaders, Initiative Team
members, or other Individuals
2 – Team
Progress Master or Initiative Leader
3 – Department or Division
Business Resilience Owner or Progress
Master
4 – Organization
Business Resilience Owner
5 – Network
Network Partners – may have Business
Resilience roles in each organization
5. Network
4. Organization
3. Department
or Division
2. Team
1. Individual
Flexible Implementation on multiple levels
17. Resilient organization over
several Progress Cycles
Vision Approach
Existing organization processes
and practices adapted into
Business Resilience Framework
Customer
Care
Finance
Innovation
Service
Delivery
HR
Strategy
Critical Processes & Practices
Adapt Roles
Adapt domains
and elements
Existing and
adapted tools
Adapted to Organization
Enhanced Framework
R
O
L
E
S
P
R
I
N
C
I
P
L
E
S
P
A
C
E
Action
Culture
Example – Progressive Approach (gradual improvement)
18. 3
5
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2
2
3
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3
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3
2
3
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2
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Principles
Roles
Regulatory and Governance
Evolving Vision
Sustainable Operations
Innovation and Risk
Leading and Influencing
Enterprising Investment
Network Collaboration
Evolutionary Portfolio
Purposeful Mindset
Application of Tools
Capability and Skills
Elevated Energy
Progress Definition
Resilience Challenge
Opportunity Asessment
Great Alignment
Rapids and Lagoons
Enabled Teams
Selection and Testing
Success and Learning
Resilience Profile Elements
Baseline Target
using organization data and BRF Tools
Baseline and Target Resilience Profiles
19. An example template to track the Resilience Profile of an organization
RESILIENCE Foundations PACE Culture PROGRESS Cycle Principles Roles
Level
Regulatory
and
Governance
Evolving
Vision
Sustainable
Operations
Innovation
and
Risk
Leading
and
Influencing
Enterprising
Investment
Network
Collaboration
Evolutionary
Portfolio
Purposeful
Mindset
Application
of
Tools
Capability
and
Skills
Elevated
Energy
Progress
Definition
Recognize
Challenge
Opportunity
Assessment
Good
Alignment
Rapids
&
Lagoons
Empowered
Teams
Selection
&
Testing
Success
&
Learning
Principles
Roles
5
4
3
2
1
Tracking Resilience improvements
20. BRF – a configurable enterprise framework (8-4-8 model)
P
R
I
N
C
I
P
L
E
S
1. Purposeful Mindset
2. Application of Tools
3. Capability & Skills
4. Elevated Energy
1. Progress Definition
8. Success & Learning
4. Good Alignment
5. Rapids & Lagoons
6. Enabling Teams
7. Selecting & Testing
3. Opportunity Assessment
2. Recognise Challenge
7
PROGRESS Cycle
RESILIENCE Foundations
PACE Culture R
O
L
E
S
3
1. Regulatory & Governance
8. Evolutionary Portfolio
4. Innovation & Risk
5. Leading & Influencing
6. Enterprising Investment
7. Network Collaboration
3. Sustainable Operations
2. Evolving Vision
21. apmg-international.com
Business Resilience Certification
The Business Resilience Framework and PURE
implementation strategies provide the basis for
sustained progress in our post-pandemic, climate
sensitive and economically challenging world
The certification is helping Leadership,
Development and Operational teams support
customers and sustain business progress in very
uncertain times
22. apmg-international.com
Summary – principal benefits of Business Resilience
1. Sustained investment in talent and innovative practices
throughout five levels of the organisation builds a PACE culture
and resilience, leading to competitive advantage.
3. A commitment to sustained progress, delivered at pace,
building confidence and enhancing the competitiveness of the
organisation and ability to take advantage of VUCA disruptions.
2. Becomes an engaging place to work at all levels; individuals
are valued for contributions to business progress, Elevating
Energy and building stronger Products and Services portfolio.
