7 RESILIENCE LEVERS
Business Model &
Workforce Transformation
Efficiency and effectiveness:
Driving change across the business cycle
7 RESILIENCE LEVERS
Operational &
Financial Resilience
Creative destruction:
Building resilience from the balance sheet up
7 RESILIENCE LEVERS
Digital Trust
& Ecosystems
A new world of threats:
Managing cybersecurity risk in changing times
7 RESILIENCE LEVERS
Escalation Planning
& Response
The Anatomy of a Crisis:
The right approach to crisis preparedness is a holistic one
7 RESILIENCE LEVERS
Remediation &
Dispute Resolution
Investigations and disputes in a post-COVID world:
When will the storm hit?
7 RESILIENCE LEVERS
Government &
Stakeholder Relations
Strength in leadership:
The new rules of stakeholder engagement
7 RESILIENCE LEVERS
Economic Impact
& Sustainability
Resilience and Sustainability:
Two sides of the same coin?
7 RESILIENCE LEVERS
Real-Time Data
Analytics
Data is the lifeblood of resilient businesses

A flexible organisation, culture and workforce are vital to resilience in an unpredictable post-COVID world. Companies need to be able to maintain resilience in the face of radical changes in working environment. To recruit and retain key talent, companies will have to offer the right working conditions and be more cognisant of personal circumstances.

0 %

of business leaders surveyed believed they were under pressure to improve their corporate cultures

The share price reduction as a result of a crisis relating to a company’s strategy is almost

0

than the loss in profit

COVID-19 has dramatically changed assumptions and norms about how organisations manage their workforces, along with the way they service customers. Unfortunately, many organisations were ill-prepared for upheaval on this scale. In FTI’s Resilience BarometerTM published in January 2020, we reported that only 24% of respondents were driving cultural change in their organisation to mitigate risk from crises – even though 94% of respondents felt under pressure to improve their corporate cultures.

Following the pandemic, the one certainty is that change can happen fast and unpredictably. To become more resilient organisations must be more proactive and introspective, having the courage to overhaul business models, technology and culture to navigate a new and volatile landscape. Unless a company remains relevant to its customers and its employees, both groups will look elsewhere.

ADOPT A HOLISTIC APPROACH ENSHRINING FUNDAMENTAL PRINCIPLES

Post-pandemic organisations need to be leaner, with products and services delivered through a more flexible and agile business model. This implies more flexible facilities, a workforce with diverse skills and capabilities, which are underpinned by a highly flexible operating and resourcing model.

Companies will need to invest in technology and infrastructure to adapt to a new physical working environment as social distancing and virtual working become common features. Accommodating these and other new ways of working will be essential to providing flexibility and for the retention of key staff and for maintaining competitiveness.

Shifting stakeholder attitudes will increase companies’ focus on ESG, sustainability and social justice agendas, and specifically on people-related issues such as health and safety. FTI research suggests this was already becoming a priority before the pandemic, ranking alongside climate change among the top ESG issues for investors according to Global Investor Insights 2020.

Alongside the chaos and disruption, COVID-19 presents companies with opportunities to reimagine their business models for the better, transforming the way they work with internal & external stakeholders and radically reducing costs that would have otherwise been fixed.

0%
of business leaders surveyed said that employee safety was one of their top ESG issues
0%
of business leaders are driving cultural change in their organisation to mitigate risk from crises
0%
of business leaders surveyed believed they would lose competitiveness within 5 years if they did not transform their business to cope with technology disruption
COMPETE
Others are seeing the opportunity to reimagine work. Organisations must create a compelling Business model and employee experience to attract and retain key employees as competitive intensity increases. Adaptable leadership and cross-functional working will maximise the workforce’s responsiveness to change.
ADAPT
The new threats and opportunities also require new ways of working. Organisations must resize their workforce and reshape their talent to maximise flexibility in the face of ongoing market disruption, as well as leverage technology to gain competitive advantage or indeed compete in new markets.
PROTECT
Culture change is now mandatory, not a “nice to have”. To protect themselves from threats and seize opportunities, organisations must develop a resilient culture, characterised by values and behaviours that tackle change head on and turn it into an advantage.

Perspectives

Toward a Brave New World: reboarding your workforce in the new normal

READ MORE

The Case for Culture

READ MORE

Rethinking RIF Workforce Optimization in Healthcare

READ MORE
Leslie Benson
Global Head, People & Change
John Malone
Senior Managing Director, Business Transformation
Victoria Strachwitz
Global Head, People & Change

EXPERTS WITH IMPACT

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