Corporate Resilience and Business Recovery

by John Taylor
access120 days access
cpd hours4 CPD hours

This course will enable you to:

  • Discover what is meant by resilience and the basis your organisation needs to be resilient
  • Understand that resilience involves restructuring your organisation to make it more lean and agile
  • Familiarise yourself with the different elements of business management that need adapting when facing a crisis
  • Identify what good management looks like during the recovery period, including managing business and employee morale

It's unlikely that any business will pass through times of instability unscathed. However, those who manage to survive adversity –even in the most trying times – are the businesses that possess the most resilient structures and foundations. But what are these structures, and how can you create a more resilient organisation?

This course guides you through how to build resilience within your organisation. It discusses the structures needed to create an agile and lean organisation, and how this helps business management when facing a crisis. You'll also discover what good management looks like during the recovery period, and how a crisis provides the opportunity to build resilience.

Building resilience

  • Resilience in business
  • Transformation problems
  • Business disasters
  • Building resilience
  • The process of transformation
  • A troubling transformation
  • Planning for resilience
  • Understanding the basics
  • Departmental analysis
  • Financial foundations
  • Technological change

Resilient structures

  • A changing world
  • Redesigning the organisation
  • Team structures
  • Talking to teams
  • Flexibility and autonomy
  • Refining the value chain
  • Supply chain management
  • The control tower

Managing for a crisis

  • Crisis management
  • Asset management
  • Cash flow management
  • Dynamic cash flow forecasting
  • Paying suppliers
  • Cost base review
  • Who outsources?
  • Negotiating with outsourcers
  • Natural disasters and the supply chain
  • Preparing for the worst
  • Logistics
  • Inventory management
  • Creating resilience in IT
  • Averting a crisis

Business continuity

  • Recovering from a crisis
  • Decision making
  • Honda's sudden crisis
  • Hopelessness and helplessness
  • The NHS and responding to a crisis
  • Communication in a crisis
  • Information in a crisis
  • Accountability and transparency
  • Business continuity planning
  • P&O's quick response
  • The crisis response team
  • Testing the BCP
  • Continuity ingenuity

John is a Chartered Accountant who spent many years advising small and medium-sized businesses across the North of England. He specialised in dealing with the particular problems faced by large family-owned companies. John joined Bradford College where he taught a wide range of students from diverse backgrounds and with varying levels of ability. John later joined Leeds Met University where he specialised in teaching auditing on ACCA professional courses and Forensic Accounting at Masters level. He is now a freelance author and lecturer.

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ACCA partner with to provide high quality CPD for members. As an ACCA member, you are required to complete at least 40 relevant units of CPD each year, where one unit is equal to one hour. 21 units must be verifiable; the other 19 can be non-verifiable.

Verifiable CPD
Your course counts as verifiable CPD, if you can answer "yes" to these questions:

  1. Was the learning activity relevant to your career?
  2. Can you explain how you will apply the learning in the workplace?

You select courses that meet these criteria, and as you complete each course you get a CPD certificate so you can provide ACCA with the evidence that you undertook the learning activity.