Loyola University Chicago

Quinlan School of Business

Innovation: Building Company Resiliency

Date: December 3, 2015

Location: Beane Hall, 13th Floor Lewis Towers, 111 East Pearson/ 820 N. Michigan Avenue, Loyola University Chicago

Part II of the Center for Risk Management’s series on corporate resilience offers a one day program focusing on case studies, frameworks and tools from companies that are leveraging innovation as a core component of their resilience strategy.  Learn about companies that have successfully leveraged new technologies and trends through creating a culture of ongoing business model innovation versus incremental development of core assets.

Innovation, when built into resilience, enables companies to redefine and redeploy risk-taking to effectively anticipate, adapt to and/or rapidly recover from a potentially disruptive event. 

Companies are challenged by what appears to be a contradiction of terms between resilience and innovation.  According to the U.S. Department of Homeland Security, resilience is the ability to reduce the effects of the magnitude and duration of disruptive events.  Yet many companies drive resilience through risk-mitigation strategies that, by their very nature, paralyze innovation and limit capacity to recover from a disruptive event.  

Resilience and innovation, when brought together, empower companies to proactively neutralize disruptions caused by terrorists, hostile nation states or cyber criminals, enabling business continuity and protecting company value and reputation. 

The Center for Risk Management invites you to join your peers and subject matter experts for a full day of executive dialogue to explore the inter-connectedness between emerging vulnerabilities, risk-taking, company preparedness and the increasingly important role that innovation will play in responding to—perhaps even embracing—disruptive events.

 Session highlights include:

  • The roles of innovation and resilience in thwarting unwelcome disruptions
  • The need for companies to consider how external changes are going to impact the future viability of their business models
  • How effective company resilience requires integrated thinking between key internal stakeholders in governance, sustainability and risk
  • The importance of innovation as a team effort as opposed to a C-suite leadership initiative
  • Case stories of how innovation has enabled companies to grow and thrive through highly turbulent changes
  • How smart companies constantly strive for fail-fast improvement and what capabilities are needed to manifest ‘real’ change
  • The role of public-private partnerships in advancing research that drives transformational change

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