spotlight on leadership
If you type “chief resilience officer” into a search engine, you’ll likely see several headlines alluding to “the rise of the chief resilience officer.” However, our analysis suggests that this may be premature or inaccurate. Organizations are looking for VPs, directors, and managers of resilience, but the demand for chief resilience officers is essentially non-existent. In 2019, he had nine Chief Resilience Officer posts. During the same period he posted 175 vice president roles, that number only increased to 14 by 2022.
This may be because executive-level positions are not publicly posted and are left to the efforts of recruiters. But when you contrast the role of chief resilience officer with another emerging executive role, such as the chief sustainability officer, you see a very different story. In 2019, 115 sustainability directors were appointed. By 2022, that number has increased 2.5 times to 286 people.
Without executive representation, resiliency can lose its voice at the top and the opportunity to share a consistent vision across the company. Global Resilience, written by Deloitte Global, found that only a third of leaders describe resilience in their business as a “strategic priority with executive support and end-to-end capabilities” highlights the impact of this leadership vacuum.7 Closely related, four in five leaders in the report believe their organizations should create a chief resilience officer role within the next five years.
Given the lack of executive leadership, organizations can consider the following steps to ensure a clear and consistent vision for resilience:
- Dive into the leadership market. Some industries are getting a head start on developing a resilient workforce. Initially, professional services took the lead, but other industries such as financial services, retail and the public sector have recently stepped up their pursuit of resilient talent.8 And when it comes to Chief Resilience Officers, the public sector is establishing itself as a pioneer (though there are still a few pursued). For example, Rhode Island recently began recruiting a chief resilience officer to develop a “comprehensive climate action strategy.”9 Given that the job market for Chief Resilience Officers is relatively small at the moment, there is a need for leadership at the executive level to increase resilience, especially as organizations seek a balance between reactionary countermeasures and more growth-oriented initiatives. There may never be a better time to seek leadership.
- Build consensus on growth-oriented KPIs. Resilience is often more difficult to measure than a sales team achieving its goals. When it comes to uncertainty prevention and preparedness, it can be difficult to quantify how an intervention prevented uncertainty. potential The event does not occur (or does not occur). And when resilience KPIs exist, they typically focus on more reactive indicators of financial (e.g., cash flow during a crisis) and operational (e.g., supplier health) performance.Ten Despite these challenges, executives still have the opportunity to establish more aggressive resilience metrics, which organizations can benefit most from by building more resilient growth. It might mean coming to an agreement on where you can get it. For example, is a shift from lean manufacturing to a more diverse sector of suppliers necessary? Does the organization need to expand into new markets to ensure a more resilient consumer base? French Consumption A chief digital officer at a consumer packaged goods company explains how resilience metrics act as a catalyst for innovation that shows how effectively an organization is responding to new market needs. Masu.11 “It’s easy to measure how fast a company can innovate. Look at the rate of growth that comes from launching new products and services. If your KPIs are high or growing, that’s a good sign. is.”
These actions may also be mutually reinforcing. Organizations with a Chief Resilience Officer can leverage that person's expertise to align with business strategy and identify the most relevant growth KPIs. And if your organization doesn't have a chief resilience officer, KPIs can help fill the gap by ensuring the entire organization is working towards the same resilience goals.
Broaden the horizons of your resilience strategy
While not the most frequently cited skills or backgrounds, we also looked at which areas are gaining momentum (for example, skills that aren't in the top 10 but have increased in demand over the past four years) ). Unlike the rapid evolution of the director role, managers and vice presidents appear to be experiencing a more subtle shift in skills, particularly in terms of sustainability and supply chain experience.
For managers, a background in energy and environmental solutions is becoming a key focus area for resilient talent. Figure 5 provides context for the gradual rise in environmental action, energy solutions, energy management and energy efficiency, perhaps giving an early indication of where the role will focus in the future. It is thought that there are.