Designing and implementing an interdependent resilience culture

Abstract

Once an emergency occurs, companies find themselves competing for diminishing resources. Companies mired in confusion and debate often fail to obtain the resources necessary for a speedy recovery and fail to meet the expectations of their various interested parties. Unfortunately, it is during these emergencies that the firm is judged. Unfavourable evaluations of a company by customers, the government and/or the general public result in lost future revenue through contracts that are either not renewed or cancelled, as well as disqualification from tenders and lost bids. This paper discusses how an oil field services company implemented an interdependent resilience culture. Development of this culture included paring down complex concepts and theories into simple rules that are continually introduced and reinforced to the company’s leadership. After years of effort, employees from the well head to the corporate boardroom are aligned and aware of everyone’s roles when an incident occurs. In short, because each person can count on the others, the company quickly adapts and overcomes significant issues, adding to its competitiveness. As a reader, you will understand that the results of implementing this new culture come down to a single metric: speed. Responses become faster, decisions faster, communication and the transfer of knowledge faster. Emergencies are dynamic and ever-changing. Information quickly becomes stale and outdated. Installing this culture creates a more nimble company which reacts in a manner that allows for extra time, so all the unplanned delays, pitfalls and breakdowns can occur with little to no meaningful impact.