Greenhouse Labs The Future Transformed - Deloitte
Resilience Reimagined Greenhouse labs: the future transformed January 2021
Resilience Reimagined Our point of view High impact events and economic shocks will continue to happen. The financial crisis, Brexit and now COVID-19. We never imagined these events could happen, but they have. While the impact of these events may be felt for some time, they also show us that we can move rapidly, find new ways of doing things, build new networks and keep services going. But relying on 'we'll find a way through' is not enough on its own to meet the scale and pace of change imposed by the current pandemic. Nor, is it sufficient to rest on the achievements made – expectations have been set for the future. To survive and thrive in the future, the more resilient organisations will rethink what 'being resilient' actually means. They will adopt a mind-set of what if? And what next? Not just the next risk, but the next opportunity. They will have a broad view of resilience, understanding what it means for them and what it means for their customers, suppliers, employees and contribution to their communities and wider society. They will challenge conventional approaches and wisdoms, adapt business models and look for competitive advantage. By adopting key principles of resilience they will create the options and have the necessary levers to respond and adapt. Those organisations will have the mind-set and resourcefulness to stay ahead of the next obstacle and in step with the next opportunity. Resilient organisations thrive before, during and after adversity. Let’s reimagine resilience together. 2021. For information, contact Deloitte Touche Tohmatsu Limited. Resilience Reimagined Greenhouse labs the future transformed 2
Resilience Reimagined Strengthening your resilience to achieve enduring success Now is an opportunity to reimagine resilience: COVID-19 will have shown where you have resilience and where there are vulnerabilities; now is the time to consider what changes you should make to enhance the resilience of your organisation and its new ways of operating. By specifically addressing the three pillars of resilience – finance, operations and reputation; you will make your organisation more resilient to future uncertainties. Establishing resilience indicators will enable you to measure and maintain resilience for the long-term, improving transparency and governance over what keeps you resilient 2021. For information, contact Deloitte Touche Tohmatsu Limited. Our Resilience Reimagined Labs will help you discover, understand, visualise, reflect and reimagine resilience for your organisation. You will be able to set the direction, agree the priorities and define the outcomes – ready to act through an agreed strategy to strengthen your organisation’s resilience. Financial resilience Financial resilience is the ability of an organisation to withstand events that impact its liquidity, income or assets. These events may include routine or severe but plausible shocks and stresses. They can also include planned strategic changes. Operational resilience Operational resilience refers to the way an organisation uses its non-financial resources to withstand and absorb the impacts caused by shocks and stresses affecting its demand or supply, its people, technology or facilities. Reputational resilience Reputational resilience is about the organisation being responsive to external perceptions; scrutinising selflimiting behaviours, building brand capital and reserves, and maintaining a foundation of trust and dependability. Resilience Reimagined Greenhouse labs the future transformed 3
Resilience Reimagined Taking a closer look at our lab sessions 1 Overview 2 We have developed Resilience Reimagined Labs for clients across a broad range of industries. The lab consist of five core sessions, each including a briefing from a subject matter expert on key themes with facilitated discussions. We will share learnings from other industries and organisations alongside our expertise in resilience. The five core sessions that make up the lab will help you to: 02 UNDERSTAND What makes you more or less vulnerable today 03 VISUALISE Create your vision for a resilient organisation 01 DISCOVER What does resilience mean for your organisation Format The Resilience Reimagined Lab will be an immersive and collaborative experience and will take you outside your everyday environment. It is designed to disrupt conventional thinking and spur creativity. It will help you to learn from your own as well as others’ experience, agree your priorities and define the outcomes you want. During each session, you will be exposed to contemporary thinking and innovation in resilience, with access to insights from our subject matter experts and guided facilitation to develop your own way forwards. Together, we will set out what your Resilience Reimagined will look like. 3 Preparation We recommend that you come prepared to share and explore your current thinking on what resilience means for you, and be ready to create a new vision for resilience for your organisation. Five core sessions 04 REFLECT Understand the barriers and opportunities to achieving the outcomes you want 05 REIMAGINE What needs to be done to bring the new vision to life? 2021. For information, contact Deloitte Touche Tohmatsu Limited. Resilience Reimagined Greenhouse labs the future transformed 4
Resilience Reimagined Your journey of discovery 04 Reflect 02 Understand 01 Discover What makes you more or less resilient today? We use a gingerbread man (yes, really) to help you build a collective view of the current resilience characteristics or ‘DNA’ of the organisation. Now we know your resilience characteristics, where do vulnerabilities exist, and what are your priorities? We consider what should be learnt from recent events (the good and the bad), your organisation’s strategy and purpose, and the possible threats and opportunities. Now you know what you want to do, what are the likely challenges or barriers that will need to be overcome? We will also consider how you can sustain resilience for the long term. Future 05 Reimagine Start 03 Visualise Next, we define your goals and your priorities - what outcomes do you need to achieve? At the end of this session key resilience indicators will have been identified. 2021. For information, contact Deloitte Touche Tohmatsu Limited. Finally, we’ll help you to think about how you can bring your resilience vision life. What does your resilience charter look like? Resilience Reimagined Greenhouse labs the future transformed 5
Your Resilience Reimagined charter Through the Resilience Reimagined labs we can help you turn the ‘think’ into ‘do’. A ‘resilience charter’ will provide a documented shared understanding of what you want to achieve and where to focus your efforts. It will provide the context and direction for supporting teams and functions. 01 Discover 02 Understand Resilience priorities A list of clear priorities setting out where time, effort and resource will be focused. These could be key products, services, presence in certain markets, financial strength and enhancing stakeholder perception. These will take into account current resilience characteristics and known vulnerabilities. Resilience outcomes A set of clear outcomes the organisation should achieve to become more resilient. This will guide the development and implementation of initiatives to improve resilience, as well as inform which ‘resilience indicators’ to use to bring transparency and enable resilience to be managed and governed through the long term. All of our most critical products can be manufactured and distributed through alternate means 03 Visualise We have substantially increased redundancy in operating capacity for our most critical systems We have substantially decreased our maximum allowable aged debt All of our critical suppliers are signed up to, and regularly attest to, our codes of conduct Initiatives needed (in outline) A provisional set of initiatives and / or workstreams required to achieve the resilience outcomes and overcome barriers / challenges identified. This will also consider what is needed to sustain resilience over the long term. 04 Reflect 2021. For information, contact Deloitte Touche Tohmatsu Limited. Remove / manage out single points of failure in our supply chain Effect a cultural change across historically siloed departments and functions Develop resilience indicators (based on desired outcomes) and ranges to operate within Transform our approach to risk management to better govern resilience over the long term Resilience Reimagined Greenhouse labs the future transformed 6
Models we use to support the labs We leverage the best models, academic research and publications to spur creativity and innovative thinking. These help to challenge participants to really think about how their organisation is resilient today and what sort of adaptation they may need to make to meet the risks and opportunities of the future. Progressive (Achieving results) Mouth: Projecting the voice of the organisation to internal and external stakeholders Eyes: Horizon scanning and building situational awareness Heart: Having a highly regarded purpose and responding to external perceptions Feet: Providing the robustness on which resilience in founded Consistency (Goals, processes, routines) Hands: Having the resourcefulness to respond and adapt creatively Performance Optimization Improving and exploiting Adaptive Innovation Imagining and creating Preventative control Monitoring and complying Mindful Action Noticing and responding Flexibility (Ideas, views, actions) Defensive (Protecting results) A gingerbread man helps us to consider what resilience means to you, what makes it effective, why and who is involved Power of the people Human delivery; relationship driven Dominance of human interaction Relative level of globalisation Globalism; convergent We draw on Cranfield University’s a ‘tension quadrant’ to consider the balance between being defensive and innovative, consistent and flexible iWorld Dominance of technology layer We use a ‘resilient futures’ model to consider Community and company the different types of environments that Independent organisations may find themselves operating in Localism; divergent 2021. For information, contact Deloitte Touche Tohmatsu Limited. Technology enabled; digitally transformed Innovation hubs Resilience Reimagined Greenhouse labs the future transformed 7
Contact us If you would like a discussion about our Resilience Reimagined Greenhouse labs, please contact us. Koen Magnus Partner, Crisis and Resilience kmagnus@deloitte.com 32 485 46 65 90 Kim Speijer Director, Crisis and Resilience kspeijer@deloitte.com 32 478 64 27 27 2021. For information, contact Deloitte Touche Tohmatsu Limited. Resilience Reimagined Greenhouse labs the future transformed 8
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Resilience Reimagined Greenhouse labs the future transformed 3 Resilience Reimagined Strengthening your resilience to achieve enduring success Now is an opportunity to reimagine resilience: COVID-19 will have shown where you have resilience and where there are vulnerabilities; now is the time to consider what changes you
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̶The leading indicator of employee engagement is based on the quality of the relationship between employee and supervisor Empower your managers! ̶Help them understand the impact on the organization ̶Share important changes, plan options, tasks, and deadlines ̶Provide key messages and talking points ̶Prepare them to answer employee questions
Dr. Sunita Bharatwal** Dr. Pawan Garga*** Abstract Customer satisfaction is derived from thè functionalities and values, a product or Service can provide. The current study aims to segregate thè dimensions of ordine Service quality and gather insights on its impact on web shopping. The trends of purchases have
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Greenhouse type based on shape: a) Lean to type greenhouse. b) Even span type greenhouse. c) Uneven span type greenhouse. d) Ridge and furrow type. e) Saw tooth type. f) Quonset greenhouse. g) Interlocking ridges and furrow type Quonset greenhouse. h) Ground to ground greenhouse.
Greenhouse Operations Management GOM6 Managing the Greenhouse Business Greenhouse Operations Management: The Greenhouse Business GOM6.2 Greenhouse Growing Schedule Make notes around the growing schedule to help you remember what each piece means and why it is important. Plant Name/ Description Container Location Planting Notes
