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?
- 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.
- Business Continuity that allows your organisation to maintain continuous operations, with processes and infrastructures that are responsive, highly available and scalable.
- 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.
- 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.
- 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: firstname.lastname@example.org
Roger Gomm QPM