Building Resilience


Resilience: what, why and how much?

  • What does resilience mean to you?
  • Do you want more of it, and if so why?
  • How much of it do you want?

These are questions to address before incurring costs and opportunity costs in pursuit of resilience.

Resilience is a set of processes and activities that are ‘linked within one another.


What is resilience?

The simple answer often used is the ‘ability to bounce back’. 

I suggest organisations need to take a broader approach ‘the ability to continue through disruption and adapt to longer-term change in order to attain strategic goals’.

To achieve this organisations need to develop and implement a flexible resilience program to help:

  • protect your key resources (people, systems, premises and information);
  • deflect the impact of normal outages and disruptions;
  • assess and predict potential disruptions; and
  • adapt when change inevitably occurs.

What are the key elements?

  1. Integrated risk management process that focuses on looking at the full range of risks facing your organisations operations; internal and external. You need to know which risks pose the greatest threat to the availability and continuity of your operations.
  2. Business Continuity that allows your organisation to maintain continuous operations, with processes and infrastructures that are responsive, highly available and scalable.
  3. A crisis management plan that is regularly reviewed and exercised. This must include a process to mitigate, prevent, respond to and recover from various issues and the consequences that may arise. It should identify key roles and responsibilities and include a communications plan? A tip that I also give is that risk and crises are complex; keep arrangements simple.
  4. Security plan that helps you safeguard, protect and manage your most valuable assets: people, data, information, systems and key premises. Importantly security capability is directed by and proportionate to the risks.
  5. Market readiness strategy that concentrates on enhancing your organisation’s ability to identify and respond to new customer demands and fast-breaking new market opportunities – this principle needs to come from your strategic leaders.

In the field of resilience there are limits to what organisations alone can achieve.  There are many critical dependencies between public-private sector and a number of critical interdependencies e.g. supply chains and critical infrastructure requirements with international reach and a number of risks that are ‘unknowns’. However, by adopting the above elements it will allow your organisation to continue through disruption and adapt to longer-term change in order to attain strategic goals.


Further information, training, team exercises and awareness briefings available contact:

Roger Gomm QPM