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Resilience: Keep it Simple or
Die Trying.
Alberto Mattia, Chief Executive Officer
Killing Complexity
2 Assign key responsibilities; ‘accountability breeds response-ability’1
3 Empower decision-making; legitimacy is the key to effectiveness
1 Be clear; after all, resilience is not rocket science
1Source: Stephen R. Covey.
There is no Need for Heroes
The image of the CSO/CRO as a ‘stopgap’ God/Goddess must be abandoned.
Chief Security Officer Chief Resilience Officer
Earn the Attention
Value
people’s
time
Make yourself
available and
be collaborative
Be creative
and think out
of the box
Break Down the Walls
▪ 1970 - 1999: 20 aircraft accidents
▪ 700 deaths, 16 planes damaged
▪ $ 352 million of losses in 2000 and $ 450 million in 2001
▪ Kim Dae-Jung changed the presidential plane from Korean Air to competitor Asiana
▪ Delta and Air France suspended partnership with Korean Air
▪ American army in South Korea was no longer allowed to fly Korean Air
Source: Kirk, Don. "New Standards Mean Korean Air Is Coming Off Many 'Shun' Lists." The New York Times. The New York Times, 26 Mar. 2002. Web. 15 Mar. 2019.
Source: Sexton, J. Bryan, and Robert L. Helmreich. ANALYZING COCKPIT COMMUNICATION: THE LINKS BETWEEN LANGUAGE, PERFORMANCE, ERROR, AND WORKLOAD. The University of Texas Team Research Project, Nov. 2000. Web. 15 Mar. 2019.
Embed Resilience into the Culture
Recognized
certifications
Awareness sessions to
Top managers
E-learning awareness
to all staff
Awareness sessions
to process-owners
Organize periodic
workshops/seminars
Including theme on
meeting agendas
Failing to Plan is Planning to Fail
Planning for a critical event is much easier than explaining why you didn’t.
Three Simple Rules...
1. Concise, adaptable, relevant
2. Documented through checklist
3. Constantly updated/tested
▪ March 7th, 2019 - electrical system collapsed: ‘National state of emergency’
▪ Hospitals at risk: at least 21 people (six of them babies) have so far died
▪ Schools and workplaces ordered to shut down
▪ Private sector had lost at least $ 400 million from power outages
▪ Venezuela has been reporting the electrical crisis for years
▪ Who to blame?
‘Die’ is not just a Hyperbole
Source: Phillips, Tom. “Venezuela Blackout Has Killed 21 People, Opposition Leaders Say.” The Guardian, Guardian News and Media, 11 Mar. 2019.
Source: Oppmann, Patrick. “Venezuelan President Nicolas Maduro Says Power Recovery Will Come 'Little by Little'.” CNN, Cable News Network, 11 Mar. 2019.
▪ August 14th, 2018 - Morandi Bridge in Genoa collapses at 11.36 a.m.
▪ Human cost: 43 dead, 9 wounded
▪ The collapse took approximately 36 cars and three trucks down with it
▪ Houses/companies built under the bridge were crushed or had to be evacuated
▪ Economic damages: € 131 million
▪ Who to blame?
‘Die’ is not just a Hyperbole
Source: Pollock, Emily. “Italy's Morandi Bridge Collapse-What Do We Know?” Engineering.com, 22 Aug. 2018,
www.pantaray.eu
Follow us:
Via Antonia Pozzi, 4 – 20149, Milan – Italy
Tel.: +39 02 3653 7250
E-mail: info@pantaray.eu
Thank you!

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Resilience: Keep it Simple, or Die Trying

  • 1.
  • 2. Resilience: Keep it Simple or Die Trying. Alberto Mattia, Chief Executive Officer
  • 3. Killing Complexity 2 Assign key responsibilities; ‘accountability breeds response-ability’1 3 Empower decision-making; legitimacy is the key to effectiveness 1 Be clear; after all, resilience is not rocket science 1Source: Stephen R. Covey.
  • 4. There is no Need for Heroes The image of the CSO/CRO as a ‘stopgap’ God/Goddess must be abandoned. Chief Security Officer Chief Resilience Officer
  • 5. Earn the Attention Value people’s time Make yourself available and be collaborative Be creative and think out of the box
  • 6. Break Down the Walls ▪ 1970 - 1999: 20 aircraft accidents ▪ 700 deaths, 16 planes damaged ▪ $ 352 million of losses in 2000 and $ 450 million in 2001 ▪ Kim Dae-Jung changed the presidential plane from Korean Air to competitor Asiana ▪ Delta and Air France suspended partnership with Korean Air ▪ American army in South Korea was no longer allowed to fly Korean Air Source: Kirk, Don. "New Standards Mean Korean Air Is Coming Off Many 'Shun' Lists." The New York Times. The New York Times, 26 Mar. 2002. Web. 15 Mar. 2019. Source: Sexton, J. Bryan, and Robert L. Helmreich. ANALYZING COCKPIT COMMUNICATION: THE LINKS BETWEEN LANGUAGE, PERFORMANCE, ERROR, AND WORKLOAD. The University of Texas Team Research Project, Nov. 2000. Web. 15 Mar. 2019.
  • 7. Embed Resilience into the Culture Recognized certifications Awareness sessions to Top managers E-learning awareness to all staff Awareness sessions to process-owners Organize periodic workshops/seminars Including theme on meeting agendas
  • 8. Failing to Plan is Planning to Fail Planning for a critical event is much easier than explaining why you didn’t.
  • 9. Three Simple Rules... 1. Concise, adaptable, relevant 2. Documented through checklist 3. Constantly updated/tested
  • 10. ▪ March 7th, 2019 - electrical system collapsed: ‘National state of emergency’ ▪ Hospitals at risk: at least 21 people (six of them babies) have so far died ▪ Schools and workplaces ordered to shut down ▪ Private sector had lost at least $ 400 million from power outages ▪ Venezuela has been reporting the electrical crisis for years ▪ Who to blame? ‘Die’ is not just a Hyperbole Source: Phillips, Tom. “Venezuela Blackout Has Killed 21 People, Opposition Leaders Say.” The Guardian, Guardian News and Media, 11 Mar. 2019. Source: Oppmann, Patrick. “Venezuelan President Nicolas Maduro Says Power Recovery Will Come 'Little by Little'.” CNN, Cable News Network, 11 Mar. 2019.
  • 11. ▪ August 14th, 2018 - Morandi Bridge in Genoa collapses at 11.36 a.m. ▪ Human cost: 43 dead, 9 wounded ▪ The collapse took approximately 36 cars and three trucks down with it ▪ Houses/companies built under the bridge were crushed or had to be evacuated ▪ Economic damages: € 131 million ▪ Who to blame? ‘Die’ is not just a Hyperbole Source: Pollock, Emily. “Italy's Morandi Bridge Collapse-What Do We Know?” Engineering.com, 22 Aug. 2018,
  • 12. www.pantaray.eu Follow us: Via Antonia Pozzi, 4 – 20149, Milan – Italy Tel.: +39 02 3653 7250 E-mail: info@pantaray.eu Thank you!