"Nobody knows if they're resilient. Until they're not."

Of all the lessons to be learned from the Covid pandemic, the most brutal, and the most enduring, are about resilience. Most organisations are still learning about it today. But, we suspected, not learning enough. All the focus on resilience from the big consulting firms is only exacerbating the problem: that focus is too narrow, and it misses an essential connection.

Our own research confirms that, and our unique research model provides the cohesive measurement and action framework leaders need to ensure that they are, as one told us, "change-ready".

We have identified five types of resilience, each of which is important to understand, and all of which together create what another leader described as critical in "affecting things like cost of capital, brand and reputation, attraction and retention of talent...giving you commercial advantage". We have also confirmed the relationship between organisational and individual resilience.

Resilience needs to be a deliberate outcome, systemised and integrated into all business processes. But two things are needed before that can happen: first, leaders need to understand the "compound substance" that is resilience; second, they need to know their starting point. That is what our RQ2 model provides: insight and direction for action. Or, as one person puts it, "a temperature gauge" to alert leaders to possible cultural and operational misalignment.

If you agree that "if stakeholders see you as a resilient company, that goes to the strength of the company," please get in touch. We'd be delighted to discuss our research and to explore the RQ2 model's potential with you.