He felt as if he had aged 10 years in 12 months. Joel Taskman took a long look in the mirror before his 8am video call. The CRO learns the hard way that just because a risk is unlikely doesn’t mean it won’t happen. The EY leader panel, comprising Stephen Koss, EY Asia-Pacific Workforce Advisory Leader, Regenia Sanders, EY US-Central Consulting Supply Chain and Operations Leader, and Kristina Albang, EY Global Enterprise Resilience Leader, then respond to the challenges FooderFodder faces and provide recommendations for building resilience into the organization. But the dynamic among the CRO, chief supply chain officer (CSCO) and chief human resources officer (CHRO) highlights the organization’s challenges in achieving it. Our research shows effectively addressing this challenge often requires a joint perspective across risk, operations and talent, among other functions in the business. After a year of pandemic-induced disruption, FooderFodder Appliance Manufacturing’s chief risk officer (CRO) has been tasked with leading a resilience transformation taskforce to get the organization out of crisis mode and better future-proof the business. Our first hypothetical case study dives into the challenges at a kitchen-appliance manufacturer. A kitchen appliance manufacturer tries to move from reacting to change to preparing for it The characters may be hypothetical, but the issues they confront are real, as are the responses from our panel of EY leaders.
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This hypothetical case study series seeks to do just that. But the challenges they face and the team dynamics underpinning their actions share common characteristics, and we’ve found the best way to bring these issues to life is by providing a composite, illustrative view of genuine issues raised by our clients. Of course, no two organizations are the same. That’s why the transformation so many organizations seek for long-term value creation can only be achieved when the right members of the C-suite and their teams work together in the right ways.
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