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REVISTA DYNA MANAGEMENT REVISTA DYNA MANAGEMENT

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News about management

1
Jun
2022

RESILIENCE OF AN ORGANIZATION GUARANTEES ITS SURVIVAL

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Engineers know very well the meaning of the word "resilience": the old name for the characteristic of a material, today known as shock or impact resistance, which is measured by hitting a heavy pendulum on the opposite side of a test tube fitted with a small notch. Translated to an organization, the symbolism is clear: it is an unforeseen aggression at the point where there is a weakness and we measure the response obtained.

It is not like resistance (e.g. tensile strength), measured slowly and progressively, which can lead to ductile elongation. High-strength materials can have poor "resilience".
For some time now, much has been said about the importance of knowing the "resilience" of our organizations. Increasingly frequent unforeseen events in an interdependent and connected world can jeopardize the performance and even the survival of companies of all kinds. This has already been translated into a calculation methodology that makes it possible to know one's own situation and the measures to be taken to reinforce the structure in order to mitigate the consequences of undesired events.
One of these methods, oriented to industrial organizations, proposes the analysis of the path that the organization has taken in the last 20 years and its future projection in order to obtain separately what it calls plant resilience, process resilience and personnel resilience.
Plant resilience refers, for example, to considering whether investments in equipment and technology have been optimally planned and carried out in the face of market and environmental demand, whether it has been properly maintained or whether it has overcome contingencies that have arisen. And also whether it could withstand a cyber-attack, mitigate failures in the supply chain or have sufficient R&D to face the evolution of customers.
The resilience of the process takes into account whether there is comprehensible and continuous information on the evolution of productivity, including its impact on results, on the use of available productive means in this productivity increase, on the response of customers or whether there are organized methods to determine actions to continuously improve this productivity and provide a rapid response to market demands.
The resilience of the personnel is calculated by the evolution that the staff has had in their participation in training, adaptation to new equipment and processes, to changes in the work place and to prioritize quality and 

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