See for yourself:
The best of two worlds joined in the new
SROM Model by L. Peralta
The model approach was almost unanimously positively accepted and evaluated by all interview partners. For Prof. Dr. Thome, it has “extreme relevance and if you do it wrong, it will end very, very badly for affected companies in the future, because then they are not set up for the dynamic development of the future.” Mr. Kochan, also estimates that “we will not be able to avoid working with such things in the future. Globalization continues to drive this thing; we’re going to have to integrate this into normal processes.”
The SROM model in its current version is based on six organizational resilience and CSR guidelines and nine expert opinions and their respective improvement suggestions. The double helix represents the management model that links corporate social responsibility (CSR) and organizational resilience (OR). The model is referred to as SROM Model, where the S stands for Sustainability, the R for Resilience, the O for Organization and the M for Management. The black strand represents Organizational Resilience and the green strand represents Corporate Social Responsibility. The nodes of the SRO strand, placed along the double helix, represent the key elements: Strategy, Stakeholder, Resourcing, and Reporting. These represent the cornerstones of the model and form the basis for integrating sustainability and resilience into the organization.
(1) STRATEGY: the strategic direction of the company is the starting point of the model. The SRO strands spring from the strategic vision, which encompasses both organizational resilience and CSR. The connection points between the strands illustrate how the strategic direction provides a common foundation for integrating resilience and sustainability principles.
(2) STAKEHOLDERS: Engaging and addressing the interests and needs of stakeholders, such as customers, employees, suppliers, investors, and communities, is a key aspect of the model. The connections between the strands show the interactions and exchanges with the different stakeholder groups and how their needs are incorporated into the company’s resilience and sustainability strategies.
(3) RESOURCING: the effective use and management of resources, both tangible and intangible, plays an important role. The links between the strands represent the integrative use of implicit knowledge, designing flexible processes, and creating a sustainable resource base to support both the resilience and sustainability goals of the business.
(4) REPORTING: Transparent and comprehensive reporting on sustainable and resilient performance is a key component of the model. The connection points between the strands illustrate the linkage between sustainability and resilience metrics and the importance of reporting practices to communicate the progress and added value of resilience and sustainability efforts.
The connections along the double helix symbolize the linking themes that connect the two strands and illustrate how they influence each other. These include:
Goals and vision: shared goals and a common vision for organizational resilience and CSR form the basis of the strands’ alignment and collaboration and must be implemented into the strategy.
Values culture: a shared values culture based on ethical principles and sustainability goals permeates the entire model and links the two strands together. It is essential to establish and promote a functioning value culture in order to make the organization sustainable and resilient.
Due diligence: conducting due diligence procedures and risk analyses ensures that both resilience- and CSR-relevant aspects are taken into account in decisions and activities. This also includes keeping up with new trends and maintaining an innovative and flexible mindset.
Leadership: leadership, particularly responsible and engaged management, plays a key role in advancing the themes of resilience and sustainability. The connection points between the strands illustrate how leadership sets direction, drives change, and promotes a culture of resilience and sustainability.
Creating awareness: creating awareness and sensitizing employees to the importance of organizational resilience and CSR is critical. This promotes understanding and commitment to these issues. Since everything is interrelated, it is important to emphasize the role of leaders at this point, who play a critical role in awareness within an organization.
Risk culture: a strong risk culture is critical to linking organizational resilience and CSR. The links between the strands illustrate how a risk culture that creates awareness of potential risks and opportunities helps foster more resilient and sustainable decisions and actions.
Knowledge management: the ability to foster learning and knowledge plays an important role in linking organizational resilience and CSR. The connection points between the strands show how educational programs, knowledge sharing, and implicit knowledge management can help improve the implementation of resilient and sustainable practices. Above all, the implicit knowledge from existing processes must be filtered out in order to be able to initiate a successful change process without any unpleasant surprises.
Designing flexible processes: Designing flexible and adaptive processes is of great importance for linking organizational resilience and CSR. The connections between the strands illustrate how designing agile and resilient processes enables organizations to respond quickly to change and integrate sustainable practices.
The connections between the strands of the management model reinforce the synergies between organizational resilience and corporate social responsibility (CSR) and demonstrate their mutual support. A strong risk culture, education and knowledge management, flexible processes, and leadership are critical to implementing resilience and sustainability holistically and interactively within organizations. These linkages ensure that strategic decision-making, stakeholder engagement, effective resource utilization, and transparent reporting are firmly embedded within the model. They highlight the synergies and interplay between organizational resilience and CSR, and emphasize the importance of a holistic approach for long-term success and positive impact on stakeholders and the environment. The model follows the concept of Continuous System Engineering, allowing for continuous evolution and adaptation to changing circumstances. The SRO strands can change over time to integrate new insights and requirements and strengthen the company’s resilient and sustainable performance.