A5: Avoiding the Domino Effect
John Benfield, Horizonscan
This session is a case study of a company with more than 15,000 suppliers, and their concern about rising exposure down their supply chain and the impact of escalating contingent business interruption insurance costs. The presenter surveyed 50 of their critical suppliers, using a document called a Resilience Assessment, based around ISO 22301 and used to assess the maturity of the suppliers. All 50 suppliers were sent resources, videos and templates to improve their resilience. The final step was to select some of the suppliers to complete a validation test of their resilience. This collated evidence will be shared, along with the surveying, support, and validation model for their supply chain in 2023.
B4: Fumbling for Resilience
David Lindstedt, PhD, BDO
Dr. Lindstedt will discuss the some unexpected findings after years of research. The presentation will provide an overview of 14 key aspects of resilient organizations. These aspects recur time and time again in anecdotes, case studies, interviews, narratives, research, and stories of resilient organizations. The 14 aspects can be arranged into four major categories: Crews, capital, a culture of experimentation, and exponential leadership. Resilience is not about “bouncing-back,” nor is it really about “bouncing-forward.”
C9: Crisis Management: Bridging the Gap Between Business Continuity and Incident Response Planning
Margaret Millett, Uber Technologies, Inc., and Tracy Hall, Wolf and Company
This session will focus on the differences and similarities between Business Continuity Planning and Incident Response Planning, the need for an overall Crisis Management response structure that precedes both, and the importance of training and awareness across the entire organization.
Although Business Continuity and Incident Response Planning are two separate animals, there are parallels to the two that should be understood so organizations can strategically align these initiatives.
C10: Dynamic Resilience: An agile approach for a new era
Marcus Vaughan, Iluminr
Traditional resilience focused on some level of return-to-normal, but COVID and the events of the past two years have taught us that there is a new and developing NORMAL. Dynamic resilience seizes that opportunity via a lens of engagement-driven business practices. Is there demand for the product we make or the services we provide? Are we agile enough to make the necessary adjustments to stay relevant in this new world? Discussed will be the mind-shift and opportunity considerations of moving beyond survival to embrace the resilience opportunity. The culture shift required to move beyond response teams into value-add strategies.
F7: How to Drive Operational Resiliency Through Business Continuity
Jenn Park, Boston Scientific
Join the presenter as she shares key insights into how they use their business continuity program to bring together siloed data sets to identify risks to core business areas. Learn how they gather and organize data to visualize their supply chain, identify critical system failure points, and prioritize business decisions. It’s through this process that they are brining cross-functional teams together to drive improvements in operational resiliency.