Deloitte Study: When Resilience Can Determine Organizational Survival,

Cyclone Amphan the latest storm out of Bay of Bengal, one of Earth’s deadliest cyclone zones Full story:

Why future system resilience must be built into recovery plans

Personal resilience has been in vogue for a while, and has been given an obvious boost by the pandemic. We are urged to learn techniques such as mindfulness, to get enough sleep, take exercise and eat healthily. Employers are encouraged to invest in their employees’ resilience, and managers to do the same for their teams. But is the value of investment in resilience for whole organisations equally well understood?

Every week, people around the country clap to show their appreciation for those on the frontline of public services at this time of crisis. But what has it cost the public services themselves to step up? The truth is, we don’t know yet. The real test of their resilience is only just beginning.

Resilience is not about the ability to respond to a crisis – it is about capacity to recover quickly from difficulties. The next six months will show us which areas will demonstrate ‘bouncebackability’, and which lack resilience and may therefore have been broken by the pandemic…


Deloitte Study: When Resilience Can Determine Organizational Survival, Only 16% of Business Leaders Expect to Significantly Increase Investment in the Continual Reinvention of the Workforce Over the Next Three Years

With the onset of COVID-19, organizations have had to take immediate actions in reaction to the pandemic, such as the shift to remote and virtual work, the implementation of new ways of working and redirecting the workforce on critical activities. Now organizations should be thinking about how to sustain these actions by embedding them into their organizational culture and DNA.

In its 10th annual 2020 Global Human Capital Trends report, “The social enterprise at work: Paradox as a path forward,” Deloitte examines ways to create that level of sustainability by finding the intersection between humans and technology and defining the core attributes that need to be embedded in the organization to create and sustain that integration. Having surveyed approximately 55,000 business leaders over 10 years, this is the largest longitudinal study of its kind…


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