Risks, Resilience and Performance of Financial Mechanisms During the Health Crisis

Is there an “optimal resilience” model for organizations? Due to its status, the company is de facto concerned and regularly confronted with the constraints of the environments in which it operates. The latter are juxtaposed with regulatory, institutional and recently totally unprecedented health constraints. The antagonism of the « Risk/Return » couple on which financial theories are based is a model that has imposed itself in the terms of exchange between the bank and the company, thus resulting in a persistent informational asymmetry. But the repetition of financial shocks and the violent health crisis that occurred in January 2020 on a planetary scale forced the two parties to review their strategies. In this context, many systems have been put in place to enable organizations to stay on course. In particular, the loans guaranteed by the State distributed by the banks, which are at the same time active by the device and passive to bear the risk. Nevertheless, the banking sector has been able to develop in recent years a powerful architecture of operational resilience to fight against crises. What about the operational resilience model of companies that are suffering this double blow of external financial and health constraints for which they were not prepared? How these organizations were able to use financial devices for their profits. This is the analysis that is made under the triple report of effectiveness, efficiency and equity. Operational, theoretical and empirical resilience should also be analyzed. Theory to confront models of resilience. Empirical to analyze the reality of a given geographical area in order to identify a result. It emerges that the first « Toxi-Handler » (catalysts of their own suffering) are business leaders, a triple approach based on observation: individual, organization, means.