With the pandemic hitting the second wave and going nowhere fast, Boris Galonske shares a comprehensive framework and downloadable PDF playbook designed to guide companies through critical infrastructure operations during major disruptions such as: pandemics.
The coronavirus exposes critical infrastructure to a risk environment which is unprecedented in recent history. In order to maintain resilient operations establishing a playbook how to run critical infrastructure these days is key.
A pandemic has been part of risk inventories of large corporations for several years. However, the accelerating speed with which the coronavirus spreads across global regions comes as a surprise. Research organisations and networks uncover new facts almost on a daily basis.
Medical researchers fast-track efforts to come up with medical interventions which in the best case will be available by year end.
Politicians and financial experts carve out policy mechanisms targeted at coping with the economic consequences of the pandemic – short-term and longer-term.
Although corporations also need to review their exposures and identify mitigation mechanisms, maintaining robust operations of critical infrastructure (e.g. IT, chemical plants, utility assets, power plants, chemical plants & sites, …) today is critical.
Hence, as vulnerability of operations increases, stabilising the management response and reducing complexity is key in order to maintain operational resilience.
Points covered in this article include:
- What stakeholders expect
- How risks materialise
- Monetizing digitization levers
Read the full article, Weathering the storm – Establishing a playbook for critical infrastructure operations, and download the PDF on Silverbergh.com.
Stephen Redwood provides answers to commonly asked questions that help his clients increase the strategic value of Human Resources (HR).
If there is one thing that has been a constant over my years in HR and decades as a consultant, it has been the sense that the HR function is too often a supplicant to other functions and lacks the confidence to see itself as an equal. So, when clients ask me how they should be thinking about the evolution of their own HR function, in my mind is the question of how to overcome this mindset and establish a better understanding of how it can provide greater strategic value.
With that said,Winston Churchill’s words “It is always wise to look ahead, but difficult to look further than you can see” resonate with a challenge that faces HR: people and cultures take time to change so, what exactly should one be changing to and with what timeframe in mind?
Questions covered in this article include:
- Given no constraints, what is the most positively impactful contribution HR could make to the organization?
- How can HR gain the “permission” and latitude to achieve its potential?
- What should HR be working harder at?
- How can HR gain sufficient agility to build and sustain a high impact contribution?
Read the full article, How Can We Increase the Strategic Value of HR?, on LinkedIn.