“You know,” Maha said, “I keep hearing the two of you talk about this risk model or that scenario plan or a digital transformation plan that can’t get off the ground, but at no point have I heard you once mention the people — our people.”
“I’m not really sure where you’re going with this, Maha …” Sabrina started to say.
“… Or what our people have to do with resilience,” Joel added. “We’re talking about, or, at least, we’re supposed to be talking about, organizational resilience so that we can get ahead of the risks.”
“But don’t you think organizational resilience needs to start with individual resilience? With the health and wellbeing of our people?” Maha asked.
“Well, of course we want to make sure our people are healthy and safe,” Joel said offhandedly. “But the board has demanded that we get out of a crisis mindset and prioritize enterprise resilience…emphasis on the enterprise part. Charles has tasked me with putting an enterprise resilience plan together and needs to report to the board on our progress at the end of the month. That’s where our attention needs to be.”
“That’s where your attention needs to be, Joel,” Sabrina said. “I’m going to be busy putting out fires until I get some budget to move our supply chain model into the twenty-first century.”
And with that, Sabrina left the video call.
“So, see you next week?” Joel asked Maha.
“See you next week,” Maha replied.