Building Resilient Organisations

We live in a world where unprecedented change is now the norm. And it is not going anywhere anytime soon - we are in the midst of technological revolution which is bound to accelerate change at a rate hard to predict. This coupled with radical environmental changes caused by climate change only make any sort of long term prediction when it comes to building organisations redundant. So the question is, what is that we should we focus on? Well the answer might seem obvious on the surface - build a resilient organisation! The question now beckons - how? To start off Jim Collins has been researching this for quite some time and there output is available everywhere. For me, the things that stand out though is - a clarity of values. All the organisations that are able to be resilient in the long term had this in common - a strong and clear value-driven approach in which employees and leaders were clear on what should be considered and taken into account in every decision they make. I believe we can go one step further. This is where's work comes in extremely handy. I think each organisation needs to be able to both articulate it's why and as well its just cause clearly so that everyone who is in the org/thinking of joining knows what they are. Why can be losely defined as the purpose the company serves - the origin story - WHY do you exist. The best strategies, the best communication from a company comes from doing so through your why. But what is equally important as we build resilient organisations (or in his words, organisation which play the infinite game) is a vision for the future which is bigger than themselves - a just cause. It allows employees, partners and customers alike what future is the organisations striving for. It also massively helps with recruitment and employee engagement as alignment becomes so much easier. I would like to end with's answer to what is the best leadership development strategy? The answer is vividness. All of us are anxious and unaware of what is going to happen the next moment. It is the leader's responsibility to help us relieve some of that. It is their responsibility to tell us where they are leading us in the near term future - and be as vivid as possible in doing so. This will enable me as an employee to not just contribute better but also trust my leader better.