Michael Lissack The tension of efficiency and resilience Another critical tension exists between efficiency—optimizing re- sources for known conditions—and resilience—maintaining capacity to respond to unpredictable disruptions. This tension became partic- ularly visible during the COVID-19 pandemic, when organizations optimized for efficiency often proved brittle in the face of unexpected challenges. Financial services company BBVA addresses this tension through what they call “efficient resilience”—deliberately designing systems that balance optimization and adaptability. Rather than maximizing efficiency across all operations, they identify critical functions where resilience provides strategic advantage, even at the cost of some efficiency. This targeted approach creates what CEO Onur Genç describes as “strategic redundancy”—backup capabilities in areas where disruption would prove most costly. Seftfriuccietunrcey-draepsiplrieonacche etsenfosriomnsanaging
To help leaders move beyond intuitive balancing of these competing imperatives, organizations implement structured frameworks that enable systematic efficiency-resilience management:
Resilience Premium Calculation Model
This quantitative framework helps leaders make more rigorous deci- sions about where to invest in resilience versus efficiency:
1. Calculate disruption impact potentials : For each system com- ponent, assess: ○ Financial impact of different disruption scenarios ○ Probability of each disruption scenario ○ Recovery time without resilience investments
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