• Skip to primary navigation
  • Skip to main content
Close
OEE - Home
  • English
    • Français
    • Deutsch
    • 简体中文
    • 繁體中文
+44 (0) 1865 593 911
SearchSearch
  • Home
  • Sectors
    • Banking & Financial Services
    • Education
    • Healthcare
    • High Tech Outsourcing
    • Insurance
    • Public Sector
    • Retail
    • Travel and Transport
    • Utilities
  • Services
    • Consulting Services
    • Innovation Services
    • Managed Services
    • Technology Solutions
    • Data and Analytics
    • Organisational Excellence
  • Thinking
    • Latest News
    • Client Stories
    • Insight
  • About
    • Our Values
    • Management Team
    • International Expertise
    • Consulting Excellence
  • Careers
  • Contact
  • Home
  • Our Thinking
  • Unlocking opportunity from resilience programmes

Unlocking opportunity from resilience programmes

Reading Time 2 mins

  • twitter Tweet
  • facebook Share
  • linkedin Recommend
  • Share via Email Pin

In our previous article, Simon Bartlett discussed incoming regulatory requirements to demonstrate operational resilience through:

  • Defining strategic objectives and framework for operational resilience
  • Identifying important business services
  • Setting impact tolerances for each
  • Mapping important business services
  • Carrying out scenario testing of key business services
  • Incorporating learnings to drive continual improvements in resilience
  • Embedding a culture of operational resilience

While there is an obvious need to adhere to the new requirements, the exercises themselves can also provide additional opportunity to drive benefits for firms of all shapes and sizes.

The current landscape, driven by COVID-19 has highlighted the importance of operational resilience for the very survival of firms as rapid disruption unfolded. The Bank of England refers to the ability of firms to prevent, adapt, respond, and recover and learn from operational disruptions. Whilst not preventable, we have seen great examples of some firms quickly adapting and responding to the challenges created by the pandemic, though for some this was a painful process which shone a light on a number of vulnerabilities, such as when local lockdowns took off-shore servicing capacity off-line.

As part of the requirement to map key business services, some firms are taking the opportunity to deliver improvements to their end-to-end processes. Leveraging resource budgeted for operational resilience to not only map key business processes, but explore beyond the regulatory requirement at why, where and how work moves through processes; issues and inefficiencies can be swiftly identified and remedied. Taking this approach means that resilience, efficiency and effectiveness can be improved alongside each other, making Operation Resilience programmes a key driver of value as opposed to a pure operational cost.

A framework for unlocking further value

Creating a framework is vital to ensure programmes can achieve the breadth and depth required. As we’ve been supporting clients in seizing opportunities to accelerate change, the major areas we have identified to focus on are:

  • Establishing process governance
  • Defining process taxonomies and mapping standards
  • Training internal teams on how to map against the standards
  • Facilitating virtual workshops to capture ‘as is’ processes and then design the ‘to be’ incorporating a full range of improvements (from standardisation to automation)
  • Managing the rollout of the new processes across the firm
  • Measurement and reporting of the new processes

Our Thinking

Insight
Innovative Healthcare: Why there is still time to fix burnout in the NHS 

Pressures on clinical teams across the NHS have never been higher, but it’s not just the pandemic that is to blame.

Find Out More
News
Joining the Webhelp Group for World Environment Day

The team at Gobeyond Partners joined the wider Webhelp group to take part in World Environment Day on Sunday 5th June.

Find Out More
Insight
Reflections on ‘The business case for customer journey transformation in financial services’ Think Tank

What should financial services firms consider when pursuing customer-led transformation?

Find Out More

Stay informed. Never miss our email updates.

We'll store this data in accordance with our privacy policy and process for the use intended. We will not share your personal data with any third parties.

The Future of Service Forum

The Future of Service Forum brings together like-minded organisations from across the service sector. Each is committed to improving operations, creating networking opportunities and providing access to insight and content contributors.

Explore the Forum
Close
Would you like to get in touch with us?
Please complete our contact form.
  • Sitemap
  • Cookies
  • Privacy
  • Modern Slavery and Human Trafficking
  • Terms of Use
  • Accessibility
  • Customer complaint policy

+44 (0)1865 593911
info@gobeyondpartners.com

8100 Alec Issigonis Way
Oxford
OX4 2HU

  • LinkedIn
  • Twitter
  • Glassdoor
  • English
  • Français (French)
  • Deutsch (German)
  • 简体中文 (Chinese (Simplified))
  • 繁體中文 (Chinese (Traditional))