Resilient and Agile Operations for Executives #253008

Upon successful completion of this course, participants will be able to:

• Articulate the strategic and financial imperative of building resilient and agile operations, linking it to enterprise valuation and risk.

• Evaluate their organization’s current operational resilience using advanced diagnostic frameworks and maturity models.

• Develop a strategic roadmap to re-architect critical operational domains (supply chain, manufacturing, technology) for greater resilience and agility.

• Make informed capital allocation and investment decisions to fund resilience initiatives and calculate their ROI.

• Champion a cultural shift towards agility, empowering teams to respond decisively to unexpected events.

• Lead the organizational response to major disruptions, minimizing impact and accelerating recovery.

This executive-level course is designed for senior leaders with significant organizational responsibility:

• C-Suite Executives: CEOs, COOs, CFOs, CIOs/CTOs, Chief Supply Chain Officers

• Heads of Business Units and Managing Directors with P&L responsibility

• VPs and SVPs of Operations, Supply Chain, Manufacturing, and Risk

• Board Members and Non-Executive Directors overseeing operational risk

• General Managers and Country Managers of large, complex operations

• Pre-assessment
• Live group instruction
• Use of real-world examples, case studies and exercises
• Interactive participation and discussion
• Power point presentation, LCD and flip chart
• Group activities and tests
• Each participant receives a binder containing a copy of the presentation
• slides and handouts
• Post-assessment

Day 1: The New Operational Imperative: From Efficiency to Resilience

• Morning Session: The VUCA World and Its Impact on Operations

  • Analyzing the New Risk Landscape: Geopolitical, climate, cyber, and pandemic risks.

  • The Business Case for Resilience: How operational stability protects revenue, brand equity, and market valuation.

  • The Resilience-Agility-Efficiency Trade-off: A strategic framework for executives.

• Afternoon Session: Diagnosing Your Operational Resilience

  • Conducting an Operational Resilience Stress Test.

  • Mapping Single Points of Failure in your supply chain and operational processes.

  • Executive Workshop: Participants assess their own organization’s resilience maturity and present key vulnerabilities.

Day 2: Architecting the Resilient Supply Chain

• Morning Session: Strategic Supply Chain Design

  • Beyond Lean/JIT: Incorporating redundancy and flexibility without destroying efficiency.

  • Network Diversification: Multi-sourcing, nearshoring, and regionalization strategies.

  • The Role of Strategic Stockholding and “Buffers.”

• Afternoon Session: Visibility and Partner Management

  • Building End-to-End Visibility: The role of IoT, blockchain, and control towers.

  • Collaborative Risk Management: Developing resilient partnerships with key suppliers.

  • Case Study: Analyze how a leading company successfully navigated a major supply chain disruption.

Day 3: Building Agile Operational Capabilities

• Morning Session: Agile Principles in Operations

  • Applying Agile and DevOps Mindsets to Physical Operations.

  • Designing for Flexibility: Modular design, postponement, and scalable processes.

  • Workforce Agility: Cross-training, flexible contracts, and empowering frontline decision-making.

• Afternoon Session: Technology as an Enabler of Agility

  • Leveraging AI/ML for Predictive Analytics and Demand Sensing.

  • Additive Manufacturing (3D Printing) for rapid response and spare parts management.

  • Simulation Exercise: Lead a team through a rapid operational pivot in response to a sudden market change.

Day 4: Financials, Investment, and Governance

• Morning Session: The Economics of Resilience

  • Calculating the Cost of Not Being Resilient (Cost of Downtime, Lost Sales).

  • Building the Business Case: How to justify resilience investments to the CFO and board.

  • Quantifying the ROI of resilience initiatives.

• Afternoon Session: Governance and Leadership

  • Embedding Resilience into Strategic Planning and Capital Allocation Processes.

  • Defining Risk Appetite and Key Risk Indicators (KRIs) for the board.

  • Executive Debate: Allocate a limited capital budget to a portfolio of resilience vs. growth projects.

Day 5: Leading Through Disruption and Capstone

• Morning Session: Executive Crisis Leadership

  • Command vs. Empowerment: Structuring the leadership team for a crisis.

  • Communication Strategies for Stakeholders during operational disruption.

  • Post-Mortem and Learning: Institutionalizing lessons from near-misses and actual events.

• Afternoon Session: Capstone: The Resilience Leadership Plan

  • Final Exercise: Participants develop a personalized “Resilience & Agility Action Plan” for their organization, outlining strategic priorities, key initiatives, and a 100-day launch plan.

  • Boardroom Presentation: Participants present their plan to a panel of “investors/board members” (instructors and peers) for critique and feedback.

  • Course Recap: The Executive’s Role as Chief Resilience Officer.

  • Certification of Completion.