SCENARIO PLANNING

KRG leverages experience and knowledge gained from successfully delivering on programs across different industries. KRG’s unique approach ensures our scenario planning model and its capability is fully embedded and designed specifically to each client’s sector, speciality or field.

Disruptors

A detailed list of preemptive and trackable variables that signal a change in the business or operating environment. These are integrated into an organisation’s risk management or operating framework.

Watchtower

KRG’s watchtower approach provides organisations with predetermined visuals on which risk owners and executives can observe and monitor change variables, assign key decision-making protocols and be enabled to preemptively stand strong or pivot.

Maturity Depth and Preparedness

KRG’s unique benchmarking approach is designed to help organisations determine their level of preparedness. KRG uses an effective assessment model developed by working alongside organisations. Simple testing of existing systems, protocols, risk appetite and capabilities provides KRG with insights into the fundamentals of an organisation’s approach to change, disruption and crisis.

• Evidence of an organisation’s ability to learn and act fast during a crisis
• Evidence of key decision-making protocols when faced with adversity and change
• Depth and validity of an organisation’s policy framework and documented protocols to support resilience programs
• Organisational layered responses to business changes, uncertainty and adversity
• An organisation’s collective approach to maintaining operational and commercial agility
• Evidence of multi-functional involvement in resilience concepts and application

Scenario Planning is one of four critical elements of Kaizen’s broader “Continuum Framework” and is based on three stages:

Fragile

An organisation in a fragile state generally suffers or breaks from adversity. More downside than upside when faced with disruption. It seeks tranquillity and prefers to maintain a position of comfort. This type of organisation over time declines and reaches a point of diminishing purpose and survivability.

Resilient

A resilient organisation is robust and can effectively withstand and survive adversity, but it does not shift its position, it continually emerges exactly the same as before.

Anti-Fragile

Organisations in this state grow and become stronger through disruption and adversity. They are beyond resilient when continuous learning, improvement and planning is deeply embedded in the culture. Anti-Fragile organisations embrace adversity, often the influence of change, believing opportunities exist in disruption. They have more upside than downside.