Agility and Resilience

How agile is your organization?

Is it able to react at speed to changes in business conditions, recognizing new or changed risks and seizing new or changed opportunities?

Does it have timely and sufficient information about what is changing?

Is the management team able to understand what is happening or, better, what is likely about to happen?

How fast can it change direction, whether in manufacturing, sales, marketing, engineering, or strategic planning?

If it is not sufficiently agile, it is hardly likely to be sufficiently resilient.

It will be taken by surprise and slow to act.

Competitors will leave it behind.

Customers will seek better, more efficient, or cheaper suppliers.

Does it have sufficient reserves to deploy when needed? Cash management is key to both agility and resilience.

If you are on the board, you should be concerned.

If you are in management, you should be doing something.

If you are a risk practitioner, you should be ranking it as a high risk.

If you are an internal auditor, you should be helping management and the board understand the hole they are in.

Is your organization sufficiently agile and resilient?

Are you doing enough?

I welcome your thoughts.