This in-depth article details how leaders can build more resilience in their companies. Advice includes:
- Have a biological mindset. A biological mindset in management requires leaders to look at systems as a whole and always be prepared for the unexpected.
- Think long-term. Long-run performance is disproportionately determined by performance in crisis periods. Therefore, it is necessary to think ahead and prepare for unexpected and unfavourable events.
- Emphasise collaboration. A company with a brittle supply chain or mistrustful regulators cannot be resilient. When diagnosing resilience, you must look beyond the boundaries of your organisation.
- Redefine “performance.” Aspire to measure and manage forward-looking, long-term metrics like resilience, vitality, and adaptability.
- Educate your managers. It is important to discuss what you mean by resilience, how it works, and how you plan to achieve it.
- Go beyond the numbers. You need to deal with contingencies, change plans in light of new information, and make judgments about the right level of “insurance” for your business.
- Be optimistic. “Opportunity” should figure in your thinking as much as “risk.”
Bain & Company
This in-depth report provides:
- An analytic view of how value and profit is being derived in the technology sector.
- A view of major competitive battlegrounds in tech.
- Examples of leadership innovations in talent, culture, process and infrastructure, rooted in specific strategy rather than boilerplate methodologies.
The ‘Purple’ model for combatting cyber-attacks
This report argues that to effectively combat cyber-attacks there needs to be alignment between offensive experts (the ‘red’ team) and defensive experts (the ‘blue’ team). Red and blue teams need to work together as a ‘purple’ team.
A strong purple team program brings together people, processes, data, and technologies to ultimately identify, defend against, and proactively prevent cyber-attacks. This 12 page report goes into the detail of how a purple team is established.