Resilience Radar: Present

Based on news, publications and data-analysis in the governance triangle Public – Private – Civic Society, we collect our findings related to the question:  What are the needs and the perceived risks (short and long term) emerging from the crisis on this moment?

Top most mentioned needs by local public leaders, city managers, workers and advisors:

  • Financial resources to act.
  • Tools for personal protection of leaders, care takers and citizens.
  • In need for implementation of (working) online platforms.
  • Proper communication and transparancy protocols for employees and citizens.
  • Taking care for crisis managers (fitness and health).
  • Continuity of human resource management, psychological support of own employees.
  • Contract cooperation with suppliers and advisors will drift: how?
  • Knowledge and skills related to proper crisis management among public leaders.
  • City public space management (maintenance, projects, water).
  • Security and guarding buildings and area’s (theatres, musea and sport facilities).
  • Finding the match between crisis (dictatorship construct) and regular processes (democracy construct): what is crisis related what regular related?

Top most mentioned short term risks by local public leaders, city managers, workers and advisors (10th of May):

  • Discontinuity of regular business processes (business continuity).
  • Shortage of food and care for citizens.
  • Possible discontinuity of energy supplies.
  • Cyber breach of organisation.
  • Lack of resilience to other calamities.
  • Critical infrastructure by delay of maintenance in projects.
  • Economic effects on existing companies and contracts with suppliers.
  • Rocketing unemployment.
  • Financial position of government (debts and solvability).
  • Hyper and spiral inflation.
  • Heavy delay of critical policy plans (poverty, cyber, climate, circular economy, energy transition) by slowing political process.
  • Possible social chaos by not under control scenario COVID-19.

Last update: 1 July 2020.

PRIMO launches FORTE™ Online for teams

In times when physical encounters are very limited or even forbidden, in times of the need to act, in times when qualitime and quality meet, it is useful that as a team you are able to quickly and adequately explore the steering power with regard to the issue of problem you are facing. Actor, value, and object are connected by dialogue and decision about the governance.

PRIMO offers the knowledge tool FORTE™ Online (‘A new spring, a new sound’ from today, 20 March 2020, the knowledge instrument FORTE™ Online: practical, thorough, fast, non-profit, independent and immediately accessible for its members. The first use of the knowledge instrument is part of the membership. The tool is a curated and standardized questionnaire regarding delivering the value (e.g. resilience, safety, cohesion, service delivery, product, project) and focuses on finding the right governance. Safe, trusted and privacy guaranteed.

To be able to navigate – especially in times of crisis – the basis of success is to stay in constant contact with each other, share knowledge and insights (to the max) and adjust accordingly.

Your elements of steering

Based on a 2018-2019 survey of public managers, PRIMO has identified five key elements of governance that largely determine the administrative power and organisational capacity in value creation and delivery. This knowledge is bundled, scientifically curated, substantiated and published and now equipped with a dashboard. The elements:

  • Finance and Compliance.
  • Orientation to and knowledge of customer or target group, its own focus on delivery.
  • Stewardship, connective leadership and culture in the team.
  • Availability of tools, people and techniques to deliver what we have intended.
  • Connection with environment and stakeholders in cooperation, orientation and above all working contracts.
Your questions
  1. What does our team think it needs to be able to act and complete the assignment
  2. What is the most important value (e.g. project, plan realization, crisis approach, resilience, delivery), which we as a team (actor) have to deliver to the object (citizen, business, society, target groups)?
  3. What is seen as the greatest deviation from or damage to that value (=risk) as we are now working or organized?
  4. What drives this anomaly or risk? Where is the cause (e.g. events, culture, leadership styles, team skills, external trends or developments)?
  5. What is the knowledge and understanding of each team member about the needed elements of governance?
  6. What is the combined image of the team: where are differences, how is the spread, what are the similarities?
  7. What do we conclude now as a team based on these insights?
  8. What can we pick up directly with this knowledge to improve? Right away!
  9. What will it be necessary from tomorrow to tighten the steering?
Measuring collective knowledge is key to high dynamics: your approach
  1. You have a question about how best to address the issue before your team.
  2. You email us and receive a link to FORTE™ online.
  3. You ask your team (can be registered and anonymous) to score (10 minutes of fill-in time).
  4. If the score has been completed, you will receive the same day an overview with scores (high, low, average, degree of dispersion and deviation, striking points).
  5. You can apply the results directly for dialogue and decision making.
PRIMO is ready for you, 24/7

You can contact Esther van Zijp, John O’Dea or Jack Kruf. If you would like to make use of a broader commitment of FORTE™ Online  in your organisation or you are not yet a member of our association, please contact us.

Climate and the Stimulus Package

Climate and the $2 Trillion Stimulus Package

Lisa Friedman

The Senate is expected to vote Wednesday afternoon on a $2 trillion stimulus package in response to the coronavirus pandemic, and the provisions are a mixed bag for climate change. The measure does not include $3 billion for the government to buy oil and fill the Strategic Petroleum Reserve, a provision sought by Republicans and President Trump. But it also does not have an extension of federal tax credits for wind and solar energy that Democrats had tried to attach. Read more

Board Leadership Crisis

Board Leadership and Performance in a Crisis

Jack “Rusty” O’Kelley III, Grace Cheng, Beatrice Ballini, Constantine Alexandrakis, Justus O’Brien, Laura Sanderson, Melissa Martin, PJ Neal, Todd Safferstone

For board directors and chief executive officers.
Every industry across the globe has faced a crisis at some point in time. While most large companies survive, many struggle for years following a period of severe adversity. Others prevail and become stronger than before. How companies address crises has changed over time, as has the role of the board.

Communicate Often, Elevate the Narrative, and Don’t Declare Victory Too Soon.

Amid COVID-19’s rapid spread across the globe, boards are moving fast to oversee the deployment or refreshment of crisis management protocols. The pandemic’s impact will be felt differently by every company, and boards will have to ramp up or dial back their responses depending on their unique circumstances. Read more


Beyond coronavirus

Beyond coronavirus: The path to the next normal

Kevin Sneader and Shubham Singhal.

The coronavirus is not only a health crisis of immense proportion—it’s also an imminent restructuring of the global economic order. Here’s how leaders can begin navigating to what’s next.

“For some organizations, near-term survival is the only agenda item. Others are peering through the fog of uncertainty, thinking about how to position themselves once the crisis has passed and things return to normal. The question is, ‘What will normal look like?’ While no one can say how long the crisis will last, what we find on the other side will not look like the normal of recent years.” Read more

A global train wreck

COVID-19: A Failure in Risk Management

When a train crashes, authorities are on the scene to determine the cause. The COVID-19 coronavirus is fast becoming a global train wreck and unless we quickly assess the the mistakes leading up to this tragedy, more trains will pile into the station.

The longer the Risk-Monger gets in the tooth, the more global mass panic events he has witnessed. Every crisis is a learning opportunity and as I had written in mid February, COVID-19, the Wuha-originated coronavirus, has created a rich pedagogic environment.

Lessons are, unsurprisingly, being learnt the hard way with more mistakes sending the public health situation deeper into disaster. Worse, as our communications methods move from an expert-based model to a bottom-up citizen-based community model, our friends on social media become our main source of information. Read more

Lessons of a global crisis

The seven early lessons of the global coronavirus crisis

These are strange days we are living in. We do not know when the Covid-19 pandemic will end; we do not know how it will end; and, at present, we can only speculate about its long-term political and economic impact. Historians are clear: epidemics are events, not trends. As the historian of medicine Charles Rosenberg has put it, “Epidemics start at a moment in time… Read more.

Economy first, health second

Most people see COVID-19 as an economic crisis first, health risk second, survey finds

Laura Oliver

The public sees coronavirus as a greater threat to the economy than to their health, new research suggests. Economic rescue measures announced by governments do not appear to be calming concern. The Ipsos poll of 10,000 adults in 12 countries, conducted 12-14 March, suggests rising anxiety about personal financial exposure, including employment. The perception of threat to health increases with proximity to hotspots, despite social distancing measures and travel bans in place across large areas of the world. Read more

Warnings went unheeded

Before Virus Outbreak, a Cascade of Warnings Went Unheeded

David E. Sanger, Eric Lipton, Eileen Sullivan and

Government exercises, including one last year, made clear that the U.S. was not ready for a pandemic like the coronavirus. But little was done. The outbreak of the respiratory virus began in China and was quickly spread around the world by air travelers, who ran high fevers. In the United States, it was first detected in Chicago, and 47 days later, the World Health Organization declared a pandemic. By then it was too late: 110 million Americans were expected to become ill, leading to 7.7 million hospitalized and 586,000 dead. Read more

Resilience in an infected society

Ton Wilthagen and Paulien Bongers

Resilience is the ability to anticipate, recover, and return to normal. But, we are also capable of eventually becoming stronger and better as a society, even as a result of an exceptional crisis caused by the corona outbreak.

In his already historic television speech on March 16, the Dutch Prime Minister Rutte outlined the far-reaching expectations and consequences of the raging coronavirus. It is clear that this coronavirus not only infects our own health but also the basic structures of society. In our part of the world, we sometimes seem immune to disastrous events that occur more often elsewhere. This does not appear to be the case at present. The resilience of individuals and of society as a whole will be put to the test in the coming period. But that same resilience will eventually lead to innovation in issues we have been stuck with for a very long time —and thus to progress. Read more

Subscribe to Our Newsletter

Want to stay updated about everything related to PRIMO & developments in Risk Management? Sign up for our Newsletter.

© All rights reserved.

Member information

Follow Us