The Business of Resilience

Our Philosophy

What is the BUSINESS of RESILIENCE?

Let’s begin by describing what “resilience” is not. Resilience is not a marketing term, consulting offering, objective, or strategy. It is also not a risk program, insurance coverage, risk product or tool, transaction, resiliency czar, business function, or safety stock strategy. These elements are all part of the business of resilience, but by themselves, they represent only a small portion of the whole.

The BUSINESS OF RESILIENCE is about creating superior stakeholder value. It requires the organization to deliver a level of certainty, consistently and in a sustainable way, in an uncertain world. The Business of Resilience is a collective mindset, a competitive strategy, a culture, and a core business activity that consists of people, processes, data, technology, and capital. Leaders should treat resilience like other key organizational activities such as the way they operate the supply chain, manage sales, design and execute go-to-market campaigns, and innovate new products.

Our strategy is to assist business leaders with risk mitigation, finance, and investment activities and decisions. We begin by providing in-depth and customize insight into uncertainty. Next, we transform the intelligence into risk guidance by modeling and measuring potential outcomes. Finally, we convert the results into risk mitigation actions and recommendations on how to exploit for competitive advantage.

We support leaders and managers as an:

1. Enabler, informer, and conscience during the critical decision-making process. We help leaders who seek greater confidence, guidance, or perspective.  Typically these leaders seek to understand how fast they can move, what obstacles to avoid, or how to reduce potential exposure of a fast pace business decision.
2. Advisor, confidant.   We help leaders who are concerned with a particular event or exposure by gathering data and providing insight into uncertainty. These leaders will often ask questions such as are we at risk, where are we at risk, what is the extent of the exposure, and what should we do about it.  
3. Strategist. We help leaders uncover opportunities to exploit uncertainty by:
   1. creating new revenue opportunities,
   2. better the business and risk or performance and risk trade-off decision with faster, better, more accurate data, and
   3. improving the return on risk investment (i.e., allocation of risk resources).

What is our unique value?

Value-driven.  Profitability, product value, and activities serve as the context for the analysis.   Customer expectations and profitability drive the risk investment and linkage to supply chain activities.

Activity-based context.  An activity consists of flows, processes, functions, resources (human capital, digital assets, physical assets, 3rd parties), and characteristics.  Activities are present throughout the design, creation, production, delivery, and support of the product.   The uniqueness or competitive differentiation of the activity is the basis to prioritize the activity.

Data-driven (at all levels).  The analysis consists of a rapid collection of detailed internal and external data for product supply chain activities, flows, processes, functions, resources, and resource characterization.   The data is loaded into the model and leveraged for flexible analysis and detailed modeling and visualization.

Impact Analysis.  The impact is measured and modeled based on detailed supply chain profile data (activities, characteristics such as inventory, cycle time, latency, replacement time), relevant threat (event) data, and risk to operational performance trade-offs (vulnerability) data. A broader analysis can include network effects of inter- and intra- dependencies, correlations, single point of failure, and ”what-if” scenario analysis.

Visualization. Flexible visualization to support various role-based views (e.g., procurement, insurance, operations, transportation, compliance) of the detailed product or aggregate portfolio supply chain, threat, vulnerability and impact data.

“Markets move fast, organizations do not”

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Let’s build something together.

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