The document discusses the importance of organizational resilience and highlights some key factors. Resilience is about an organization's ability to adapt to changing environments and achieve its objectives even during difficult times. It involves more than just recovering from disruptions - it's about evolving. Building resilience requires factors beyond just processes, like leadership and less visible attributes. Enhancing resilience also needs a framework approach and continual assessment of indicators. Maintaining crisis response and recovery capabilities will always be essential for resilient organizations.

1. Making sense of resilience
James Crask
Chair WG2, ISO TC 292 (Continuity
and Organizational Resilience)

2. Summary
• Why resilience and why now?
• What builds resilience?
• Challenges to enhancing resilience
• Industry developments of note

3. Why resilience?
Rikuzentakata, Japan
1 2
3

4. Why now?
• Despite heavy investment
in risk management, failure
still happens
• Traditional forms of risk do
not provide full protection
• Thinking has matured

5. FERMA annual risk survey 2016 (circa 600 risk managers)

6. So what is it?
• Its about health for the long term
and defence for the short term
• Its more than bouncing back, its
about evolution
The ability of an organisation to absorb and adapt in a
changing environment to enable it to deliver its
objectives and to survive and prosper (ISO 22316)

7. What builds resilience?
PwC

8. The challenges
1 2 3
4 5

9. Stakeholder perspectives
The customer
Will they give me what I want?
The Regulator
Will they negatively impact the
sector?
The Shareholder
Will I get a return?
Shorter term
focus
Longer term
focus
Operational
Strategic

10. Integration vs cooperation
Resilience is not ‘owned’ by one discipline alone
And therefore:
• needs a coherent approach to how operational
disciplines deliver their outcomes
• relies upon a strong understanding of what is
important (end to end)
• requires teamwork
Be aware of the pitfalls of integration

11. Focussing on the visible
Imagine you’re a fit 24 year old, you don’t smoke ,
you take regular exercise and rarely drink alcohol
So for organisations:
• Speed of innovation
• Customer feedback
• Staff turnover
• …..

12. Where would I start?
Build operational resilience of critical end-to-end
processes (coherent approach to risk & BC)
Define what you mean by resilience, gain
consensus for it
Agree which indicators would benefit further
analysis (impact vs. ease of measurement)
1.
2.
3.

13. Summary
Resilience is about opportunity,
adaptation and evolution as
well as disruptions and crises.
Resilience cannot be achieved
by processes alone; less visible
attributes are also at play.
Enhancing resilience requires a
framework approach and
continual assessment.
Strong leadership is required for
resilience, supported by sound
governance.
Maintaining the ability to respond and
recover from crises will always be a key
requirement for a resilient organisation

14. Other industry developments
ISO 22313 and ISO 22301 (2012):
• Currently up for revision
• ISO 22313 – extent of revision currently being
determined by a ballot
• ISO 22301 – revision process will commence in
November 2017
You can feed into this process via your ISO
mirror committees (or via BCI survey)

15. BCM will always be important…
…. Because the
unexpected can and
will happen.

16. THANK YOU

17. This presentation was delivered at a
BCI event
To find out more about upcoming
events please visit our website