We have developed a framework of 9 strategic areas to improve the resiliency of existing business continuity programs.

 

Our team uses this framework to facilitate scenario-based tabletop exercises and work with you to develop Agile user stories that identify outputs needed to improve your business continuity planning process.

What We Do

  • Before facilitating the tabletop, the Genesis Resiliency team will conduct research to understand what events may affect your business operations. The team will identify up to three tabletop scenarios per strategic area and ultimately develop one tabletop scenario for each area.​

  • During each tabletop, your business leaders will complete Agile user stories identifying what each user might want to do and achieve in the event of the occurrence of a specific scenario.

  • After the tabletop, the Genesis Resiliency team will analyze these user stories to develop your strength, weaknesses, opportunities & threat (or SWOT) analysis and summarize the outputs that can be implemented.

How your organization benefits

  • You receive a specific set of outputs for each user story.

  • You have an assessment of each output’s Strength, Weakness, Opportunity, and Threat (SWOT).

  • You can implement the outputs to improve business continuity processes and enhance the overall resiliency of your organization.

​​Tabletop Scenario Possibilities

The following is a partial list of scenarios that can be developed into a tabletop.

  • Trading blockades

  • Government intervention

  • Theft/intent to disrupt

  • Lack of workforce

  • International supply line shortages

  • Raw material sourcing issues

  • Automation scalability requirements

  • Distribution & logistical issues

  • Adapting revenue models as current and future customers transition to Universal Basic Incomes

  • Fiat currency changes

  • Cybersecurity legal and technical framework changes

  • Mass employee skill changing initiatives

  • Need for physical asset conversions into digital (e.g. virtual debit card frameworks)

  • Skill-based economies replacing service based economies

  • International travel revenue models to domestic travel models

  • Remote Health & Safety and Mental Health

  • Maintaining corporate identity in a virtual world

  • Limited physical population impressions due to continuity of isolation/social distancing

  • Transparency of costs and value maps

  • Decentralization of corporate functions to specialized organizations (e.g. HR, Finance, tech)

  • Organizational asset development to streamline specialized 3rd party onboarding

  • Capital Market financial instrument changes/re-structures

  • Resurgence of pandemic/lockdowns

  • Switching corporate charity initiatives to community-based initiatives (e.g. funding community gardens instead)

  • Regulatory & legal changes

  • Knowledge transfer and knowledge database re-engineering