Royal visit highlighted hidden demand on streaming services

The demand across the island had outstripped their expectation and capacity planning.

The next morning we reflected on how much the islands’ considered this to be our Royal event, the number of islanders who braved the weather, both wet and warm, to catch a glimpse of the monarch and demonstrate their loyalty and alignment to the Crown. The loss of streaming was inconvenient.

What was hidden was the sheer number of colleagues and families internationally who follow the Royal family, through online links or information or via their own website. We were genuinely surprised how many had reached out to island friends when they couldn’t follow the Royal progress. That led us to ponder, how many others this involved from outside the islands.

Hidden demand. Whilst we were sure this was probably the tip of the iceberg, for a moment the Royal visit put us on the world stage and showcased the Bailiwick.

But this is very often a common problem for organisations who find themselves in this position – they experience an impact. It is not just obvious to their direct consumers, but today’s access is the world-wide stage.

It’s also a good reminder to reflect and ask questions on the more established approaches to planning resilience and to consider what we all, as consumers, expect today.

Many organisations are content to expect to focus on keeping alive their day-to-day operations, perhaps meeting standards, regulatory instructions or achieving qualifications to demonstrate they make sure normal customer service continues.

But it is heartening to see that many local progressive organisations are focusing externally on the resilience of their third parties who deliver specialist services, whilst including change or such large occasional moments as a litmus test to their visibility to deliver.

In a world where we expect resilience today, it’s no longer tolerable for our organisations just to focus on the security of consumable products and services, they must have frameworks that ask the ‘what if’ question even during extraordinary times.

CHRIS OLIVER

Armstrong Resilience

Castel