Risk science offers an integrated approach to resilience
Why do we hear calls to separate and independently manage aspects of risk and resilience that are inherently related? These
arguments are inconsistent with more holistic and integrated responses to wicked challenges—such as climate change—that
are necessary if we are to find balances and synergies. The justification of such views is based on misconceptions of risk science that are no longer accurate. Rather than being irrelevant, the risk concept and related literature provide a wealth of resilience analysis resources that are potentially being overlooked. In this Perspective, we discuss how the modern view of risk can provide an integrated framework for the key aspects of resilience.
Dynamic digital capabilities and supply chain resilience: The role of government effectiveness
Organizations in recent times are increasingly investing in building supply chain resilience following disruptions due to natural disasters, geo-political crises, and pandemics. A lack of government support has exacerbated the disruption to supply chains in some regions of the world. The positive influence of digitalization on social inclusion, government accountability, and creating a more open environment is well understood. Despite this, different countries have shown varying degrees of digital responsiveness during the pandemic as they attempted to deal with the effects of various COVID strains.
Measuring community disaster resilience at local levels: An adaptable resilience framework
Decision makers, practitioners and community members need to assess the disaster resilience of their communities and to understand better the risks they face from natural hazards. There is a lack of consensus on what resilience means and how it can be measured as each stakeholder potentially brings a different perspective to understanding community disaster resilience. The paper will identify the key features and characteristics of Community Disaster Resilience (CDR) frameworks from the literature to develop a resilience framework that can be adapted and customised according to stakeholder needs.
Strategies for Resilience in a Dynamic World: from VUCA to BANI
This paper delves into the evolving landscape of business resilience, examining five conceptual frameworks shaping strategies for success in an era of unprecedented uncertainty. The concepts of SPOD-world, VUCA-world, BANI-world, RUPT-world, and TUNA-world are scrutinized to provide a comprehensive understanding of the challenges and opportunities they present.
The Key Administrative Competencies of Managers Required for Company Development in the Bani World
When describing the state of the modern world, we can name it “marginal”, i.e. the one where there are hardly any orientations, with organizations having to face barriers in the business processes, which makes them constantly revise the strategies, methods or approaches to the achievement of their goal. It was in 2016 that Jamais Cascio, a futurologist and a researcher from the Institute of Future, brought forward a new conception being in perfect conformity with the present-day situation, dominated by the pandemic provoked by COVID-19, political imbalances, resource deficit, climatic disasters and the war that keeps us in tension. The new term that he proposed to use consisted of the abbreviations, i. e. BANI (brittle, anxious, nonlinear, incomprehensible world without a clear structure).
Transformation of Values of the High Technology Projects from a VUCA to a BANI Environment Model
The article is dedicated to the study of impact of a BANI-world conditions to implementation of the high technology industrial projects and in particular of the nuclear industry projects. The purpose of the article is to analyze tendencies of changes of different factors related to the high technology nuclear project implementation against the changing conditions of the environment. The object is the project management methodologies in the BANI environment.
Agile Transformation: Business Strategies and Best Practices for VUCA and BANI World
Organizations today operate in environments characterized by volatility, uncertainty, complexity, and ambiguity (VUCA), further compounded by brittleness, anxiety, nonlinearity, and incomprehensibility (BANI). To remain competitive and resilient, companies must adopt agile transformation strategies. This chapter systematically reviews the literature to identify essential business strategies and best practices for implementing agile transformation in such challenging contexts.
The role of a leader in shaping employee behaviour in the VUCA/BANI world
The challenges of the turbulent VUCA/BANI world, faced by modern organisations, have led to a different perception of the role of a leadership. An organisation is often able to overcome difficulties owing to a leader who does not only make strategic decisions, but also supports employees. The aim of this article is to identify the role of a leader in shaping employee behaviour in companies in the VUCA/BANI era.
Associated the BANI Problems and Perspective of Strengthening to Pursue the Formulation of Strategic Management Business Model Holding Company in Indonesia
The concept of BANI, which stands for Brittle, Anxious, Nonlinear, and Incomprehensible, has emerged as a framework to articulate common problem situations in strategic business. This paradigm provides a worldview for state-owned enterprise business Holding, offering a way to comprehend and navigate the complexities associated with strategy formulation, business synergies, and integration.
In the challenging BANI World: Is Agile Leadership enough?
In a world characterized by Brittle, Anxious, Non-linear, and Incomprehensible (BANI) dynamics, organizations are confronted with unprecedented challenges that demand innovative leadership approaches. This article explores the potential of Agile leadership as a strategic response to the complexities of the BANI world. Drawing on a comprehensive analysis of existing literature, empirical studies, and illuminating case studies, this research examines the interplay between Agile leadership principles and the unique characteristics of the BANI environment.