The corona pandemic has shown how unpredictable crises can arise. Business processes and IT environments should be prepared for such developments.
Such a “stumbling” can be avoided if companies develop a business resilience strategy in advance. This should not only take into account business processes and internal workflows, but also the IT environment and precautions against the effects of cyber attacks. “Business resilience is the ability of an organization to adapt quickly to disruptions while at the same time maintaining business operations and protecting employees, assets and brand value,” defines Heiko Böhm, Managing Director EMEA – Azure Business Group at NetApp.
Business resilience therefore goes further than measures for business continuity and disaster recovery. “Business Resilience offers strategies for the time after an event so that a company can avoid downtimes, eliminate weak points and guarantee business operations,” Böhm continued. Although a “catastrophe” like Corona made it clear how important business resilience is, this approach is not limited to such events. He generally supports companies in taking precautions against sudden changes of any kind.
“It is particularly about the question of how to deal with external or internal influences on existing work structures in such a way that you stay at the wheel and are not driven by these influences. The question arises as to how flexible and adaptable the processes are within a company and which aspects have to be taken into account ”, emphasizes Jürgen Pinkl, Managing Director Technology at the consulting firm Accenture in Germany, Austria, Switzerland and Russia.
It is also important to consider the industry in which a company or organization is located and the extent to which the business processes are digitized. Mainly companies from the manufacturing industry
According to Stephan Romeder, companies are more exposed to external influences. “A service provider can operate its online ordering platform regardless of location, while a machine manufacturer is dependent on its production locations.” Corona had fatal consequences in production and logistics because processes got mixed up and production processes were delayed, for example due to failures in delivery parts.
“The creation of a transparent view of this company data, data from supply chains and value streams is therefore one of the most urgent operational requirements,” emphasizes Romeder. “Without access to precise real-time data and insights into the entire supply chain, for example, supply managers cannot be expected to make the right decisions in a timely manner.”