IR1 The organisation is even under The organisation has the ability to rapidly scale up or reallocate other business as usual conditions business resources (such as finance, premises, plant, equipment, supplies) if required 2.4 IR2 The organisation’s rigid structures and systems The organisation’s structures, systems and processes are designed to Internal provides little capacity to evolve and adapt maximise operational flexibility Resources IR3 Organisation does not have the financial capacity to Organisation has strong liquidity and cash flow position and can absorb support operational change the impact of modifying operations to respond to challenge or adverse event Total = /12 Possible Treatment Action Likely Inhibitor Cross skilling of employees to better manage unexpected change or adversity (role Politics - lack of shared objectives - different /competing agendas and aspirations accreditation) and narrow on BAU only Identify employees that belong to volunteer emergency services and defence Funding constraints reserves that may be unavailable during an emergency Time Map employees home locations so their vulnerability to hazards such as flood and Resource availability bushfires is foreseeable. Encourage employees to ascertain their local child care, school, community and family emergency arrangements (for peace of mind and staff availability) in the event of an emergency Identify key people and ensure appropriate succession planning and redundancy is in for them. Maintain a record of recent retirees/ex-employees (particularly with specialist skills) that may be called upon in times of adversity Identify critical infrastructure, assets and other resource requirements and identify their resilience and redundancy options Change ready planning undertaken and direction established to enable the organisation to be change ready’. ‘The
2.4 Internal Resources IR1 The organisation is even under business as usual conditions The organisation has the ability to rapidly scale up or reallocate other business resources (such as finance, premises, plant, equipment, supplies) if required IR2 The organisation’s rigid structures and systems provides little capacity to evolve and adapt The organisation’s structures, systems and processes are designed to maximise operational flexibility IR3 Organisation does not have the financial capacity to support operational change Organisation has strong liquidity and cash flow position and can absorb the impact of modifying operations to respond to challenge or adverse event Total = /12 Possible Treatment Action Likely Inhibitor Cross skilling of employees to better manage unexpected change or adversity (role accreditation) Identify employees that belong to volunteer emergency services and defence reserves that may be unavailable during an emergency Map employees home locations so their vulnerability to hazards such as flood and bushfires is foreseeable. Encourage employees to ascertain their local child care, school, community and family emergency arrangements (for peace of mind and staff availability) in the event of an emergency Identify key people and ensure appropriate succession planning and redundancy is in for them. Maintain a record of recent retirees/ex-employees (particularly with specialist skills) that may be called upon in times of adversity Identify critical infrastructure, assets and other resource requirements and identify their resilience and redundancy options Politics - lack of shared objectives - different /competing agendas and aspirations and narrow on BAU only Funding constraints Time Resource availability Change ready ‘The planning undertaken and direction established to enable the organisation to be change ready’.
Organisational-Resilience-Good-Business-Guide.DOCX