Enhancing Organisational Sustainability through Resilience

Enhancing Organisational Sustainability through Resilience

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Organisational sustainability is no longer a buzzword in today’s quickly changing corporate landscape; it is a must. Organisational resilience has become crucial to long-term success as organisations handle unanticipated difficulties, economic shifts, and technological improvements. Organisational resilience is an organisation’s ability to anticipate, adapt to, respond to, and recover from disruptions while preserving critical functions and safeguarding core values. It is more than just surviving; it is the ability to thrive in adversity. Resilience is more than just weathering storms; it is also about developing the flexibility and agility needed to capitalise on possibilities resulting from the change.  

Organisational resilience and sustainability seek the same results. Sustainability is concerned with an organisation’s long-term viability, considering economic, environmental, and social factors. Resilience is a link between the present and the future, ensuring that an organisation can withstand shocks while remaining on the path to long-term success. The corporate landscape is uncertain, from economic downturns to global crises. Resilient organisations can anticipate future disruptions and plan methods to lessen their impact. By doing so, an organisation can reduce losses while maintaining stability, assuring its long-term viability.  

 Change is unavoidable, and organisations that oppose it risk becoming obsolete. Organisational resilience fosters adaptability, allowing organisations to quickly pivot their plans in reaction to market upheavals, technological advancements, or changes in consumer preferences. This adaptability promotes innovation and keeps the organisation relevant, which supports long-term success. Robust risk management strategies are required for resilience. Organisations can establish effective contingency plans and deploy resources by recognising and assessing potential risks. This proactive strategy reduces the impact of hazards and protects the long-term viability of operations during difficult times.  

A robust firm prioritises its workforce. Employee engagement and well-being are critical components of organisational resilience. Engaged employees are more likely to be devoted to the organisation’s goals and more adaptable in the face of change. Employee well-being is important because it leads to a healthy and productive workforce, which fosters long-term sustainability. Resilient Organisations are more likely to embrace innovation as a strategic priority. When disruptions arise, resilient businesses do not simply react; they actively seek new ways of doing things, perhaps resulting in breakthroughs that improve their competitive advantage and overall sustainability.  

Building organisational resilience necessitates a comprehensive approach encompassing all organisational parts. Resilience begins with the leader. Leadership must commit to establishing an adaptable, creative, and continual learning culture. Relying too heavily on a single product, service, or market might leave you vulnerable. The same applies to CSOs that rely heavily on one donor or thematic area. Diversifying services and markets can aid in risk mitigation. Anticipating potential disruptions through scenario planning allows organisations to design customised plans for various eventualities. 

The influence of corporate culture on organisational stability is crucial because it allows leaders to identify any potential barriers or weaknesses that may hinder the organization’s ability to adapt and thrive. By understanding how culture influences resilience, leaders can implement strategies to strengthen it, such as promoting open communication, fostering a growth mindset, and empowering employees to take risks. This examination also helps leaders align their Organisational values and goals with resilience-building initiatives, creating a cohesive and resilient workforce that can navigate challenges effectively. 

Technology may improve operational efficiency, allow remote work, and provide tools for data-driven decision-making. Forming alliances and cooperation with other organisations can provide access to resources and expertise when needed. Regular training provides employees with the knowledge and skills to adapt to changing challenges and technologies, creating resilience. Organisations that prioritise learning are better positioned to innovate and adapt. It is critical to foster a culture of inquiry and knowledge.  

Organisational resilience is the cornerstone of long-term sustainability in an era of constant change. Organisations must thrive in the face of adversity rather than survive. Organisations can lead their sectors while contributing to a sustainable future by cultivating an adaptive culture, investing in technology, and embracing innovation. Remember that resilience is a journey that leads to long-term success, not a destination. 

About the author

Agnes Adwoa Anima


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Fiifi is a Ghanaian and currently serves as Communications and Information Officer at the West Africa Civil Society Institute. He joined the Institute in December 2020.


Nancy is a Ghanaian and currently serves as Programme Officer in the Knowledge Management unit at the West Africa Civil Society Institute. She joined the Institute in January 2021.


Agnes is a Ghanaian and currently serves as Head of the Administration unit in the West Africa Civil Society Institute (WACSI). She joined the Institute in October 2021.


Doris holds a Bachelor of Arts in Social sciences (Economics and Sociology) from the University of Cape Coast. She is passionate about impacting young lives hence co-founded Impart Foundation. A non-profit organization which seeks to empower young lives through education, technology and entrepreneurship.


Prince Akowuah is a Ghanaian and currently the Programme Assistant in the Translation Unit at the West Africa Civil Society Institute (WACSI). She joined the Institute in 2020.


Maxwell Apenteng is a Ghanaian and joined WACSI in September 2010. He provides gardening and janitorial services at the Institute.


George Adu-Mintah is a Ghanaian and currently the Protocol Assistant/Driver at the West Africa Civil Society (WACSI). He joined the Institute in October 2006.


Ibrahim Kwaku Gbadago is a Ghanaian. He joined the Institute in 2008 and provides janitorial services and assisting the institute's errands. Before joining the Institute, he worked at the Palestinian embassy in Accra, Ghana.


Ruth Yakana is from Cameroon and currently the Receptionist at the West Africa Civil Society Institute (WACSI). She joined the Institute in 2020.


Bethel is a Ghanaian. He provides technical and IT related support to the Institute. He joined the Institute in October 2006.


Whitnay Segnonna holds a Bachelor’s Degree in International Management from the University of Benin. With 2 years of experience, she has a strong knowledge of organizational and project management. Combined with her bilingualism, she is very passionate about her work. She joined WACSI as Project Assistant on Critical Ecosystem Partnership Fund (CEPF) for the Capacity Development Unit.


Stella Yawa Wowoui holds a Bachelor’s Degree in Translation Studies. She has a perfect grasp of both French and English, as well as an intermediate level in Spanish. She is currently working as a Project Assistant on the Techsoup Project.


Kwame is an experienced IT Consultant/Software Developer. He is skilled in Web Applications Development, Digital Security, Database Management, Digital Marketing and Brand Management. He holds a Bachelor's Degree in Information Technology and is a Microsoft Programme Alumni. He is currently serving as a Marketing and IT Officer on the Techsoup Project.


Grace Akpene Ziggah is a Togolese and currently the Logistics Officer and also assists in administration duties at the West Africa Civil Society Institute (WACSI). She joined the Institute in June 2009.


Lilian Dafeamekpor is a Ghanaian and currently the Assistant to the Executive Director at the West Africa Civil Society Institute (WACSI). She joined the Institute in 2020.


John P. Frinjuah has expertise and interests in civil society, international development, democracy and governance, conflict, crisis, and security. He has extensive experience working with civil society and international development organizations where he supported and managed research, programmes, and provided technical assistance on a variety of themes around public policy, governance, and development. He is an alumnus of the University of Ghana and the Fletcher School of Law and Diplomacy - Tufts University in the United States, with a Bachelor of Arts in Political Science and Master of Arts in Law and Diplomacy from two institutions respectively. John speaks English, French and several Ghanaian and regional West Africa languages.


Gervin has extensive international development experience, including 5 years of policy advocacy and capacity building of grass root organisations. He has implemented over the years a combination of agriculture value chain, livelihood, food security and governance and rights programmes.
Prior to joining WACSI, Gervin worked on two USAID projects focusing on agriculture value chain development and governance in northern Ghana
Gervin holds a master’s degree in development & Governance from the University of Duisburg-Essen, Germany as well as a Masters in Global Studies from the Universities of Vienna (Austria), Leipzig (Germany) and California (Santa Barbara), USA. He is passionate social justice and inclusion.


Leandre Banon, Beninese, joined WACSI in September 2014 as Capacity Development Programme Assistant. Since then, he has worked in various units within the Institute to support operational and institutional capacity strengthening programmes for civil society in the region. Currently serving as Capacity Development Programme Officer at WACSI, his main responsibilities involve designing, planning, implementing and monitoring capacity development programmes for civil society constituents and grouping across the West Africa. Leandre is a certified Change the Game Academy Programme Trainer. His background lies in the areas of economics and development planning.


Samuel Appiah is a Ghanaian and currently the Programme Officer in the Finance and Administrative Unit at the West Africa Civil Society Institute (WACSI). He joined the Institute in May, 2016.


Jimm Chick Fomunjong, Cameroonian, joined WACSI in May 2018 as the Head of the Knowledge Management and Communication Units of the Institute. He has over ten years’ experience as a journalist and a development communications expert. He has a vast experience in supporting African organisations to strengthen their internal and external communications, building and sustaining relationships with the media and, leveraging on the power of social media to promote their mission. He is also excellent at supporting organisations to set up and operationalise functional communications and knowledge management systems. He has a deep passion and expertise in supporting Africans and African civil society organisations to document their praxis, share and learn from experiences documented from the African civil society sector.


Franck Sombo is a development practitioner with the drive to lead self and others to influence productivity and efficiency. His work involves supporting organisations to develop strategic plans, design monitoring and evaluation systems, develop and use relevant performance measurement tools to track progress, assess organizational growth and institutionalise learning. Franck has eight years of experience working with WACSI where he currently serves as the Head, Monitoring, Evaluation and Learning. His academic qualifications include Masters in Organisations’ and Projects’ Management, and in Business Sciences and a High National Diploma in Finance and Accounting.

Franck is a Fellow of the International Program for Development Evaluation Training (IPDET) and a graduate of the Graduate Training Institute (GTI) - Ghana with specialization in Strategic Management and Corporate Leadership. He has a rich experience in Project Management, Capacity Development, Strategic planning, Data Analytics, Monitoring and Evaluation, Training and Facilitation, Mentoring and Coaching among others.


Omolara is a development practitioner and advocacy strategist with over 15 years of progressive experience in development programming targeted at strengthening civil society in West Africa.

She joined WACSI in November 2009 as a Regional Advocacy Consultant and later became the first Policy Advocacy Officer of the Institute in 2010.

She was promoted to Head of the Policy Influencing and Advocacy (PIA) Unit in 2015. As the Head of the PIA unit, Omolara offers strategic direction to the Institutes’ ambitions to connect and convene groups of organised and organic civil society actors; and influence regional and global discourses on crosscutting policy issues including—civil society regulations, sustainable development goals, civic space and enabling environment, aid effectiveness, gender equality, and civil society accountability.

Previously, Omolara served as a Programmes Associate with the Women in Peace and Security Network-Africa (WIPSEN-Africa), where she worked with her team to design and implement pan-African programmes on—multidimensional peace support operations and gender mainstreaming in security sector reform in Ghana, Sierra Leone, and Liberia.

She also served as a Service Development Marshal at TVQ Consulting Group, a customer service firm focused on designing strategic customer relationship and business growth plans for private and public financial institutions in Nigeria.

Omolara is a social justice advocate, a network weaver, and a convener. She has a postgraduate degree in Peace and Conflict Studies; a degree in International Relations and History, from the University of Ibadan and Obafemi Awolowo University in Nigeria respectively.

She also holds executive certificates in Behavioral Science in Public Policy from Harvard University Executive Education in Cambridge and in Citizen Advocacy from the Coady International Institute, St Francis Xavier University in Canada.


Kwabena Kroduah is a Ghanaian and currently heads the Finance Unit at the West Africa Civil Society Institute (WACSI). He joined the Institute in January 2008.


Charles currently serves as the Head of the Capacity Development Unit at the West Africa Civil Society Institute (WACSI). Charles has over 10 years of experience working in international development and social justice issues in Africa. Charles has expertise in strengthening civil society and public agencies including the design and implementation of governance and leadership programmes, development of knowledge pieces and policy advice. Charles was the founding Board Chair of Innovation for Change (i4C)-Hub Afrique, as well as the founding member of the International Consortium on Closing Civic Space (iCon), an initiative of the Centre for Strategic and International Studies (CSIS) in Washington DC. Charles currently serves as the Member of the Governing Board (Coordination Collective) of Africans Rising. He is a Member of the Development Studies Association, United Kingdom. Charles is a 2017 Stanford University Fellow for Nonprofit Leaders and a certified Change the Game Resource Mobilisation Trainer.


Nana Afadzinu is a Ghanaian and currently serves as the Executive Director of the West Africa Civil Society Institute (WACSI). She joined the Institute in October 2010.