Business Resilience is the strategic capability to prepare for and respond to disruption; to adapt and thrive in a challenging environment.
Its roots come from Business Continuity, but succeeding in the complex, disruptive, modern landscape demands a more holistic approach.
That means dynamic leadership, adaptive operations, robust technology and supportive networks.
In order to improve, it’s vital to have a clear picture of your current state.
A Workshop builds familiarity with the concepts and raises the internal profile of resilience.
The Maturity Assessment provides an objective review of your resilience, compared against recognised standards for benchmarking.
The strategy is your map for where you are now, to where you want to be. We set out ownership and governance, and create a programme to guide the way across all resource areas from natural, social, human, built and financial.
Finally, we create the plans to allow your organisation to respond, at any level. From Crisis Management and Communication through to Ransomware recovery. We then train and exercise your teams so your response capability becomes second-nature.
The CEO and Executive team are responsible for setting the strategy and vision, creating competitive advantage and increasing market share.
In the event of a disruption, the Executive provides Crisis Management, focusing on enterprise risks, maintaining reputation and managing stakeholders.
They must be able to stay at the strategic level and avoid meddling in operational, tactical or technology areas where more appropriate experts will be playing their part.
The COO and Operations leaders are responsible for production. Their focus is efficient business processes that deliver goods and services at an acceptable profit margin, to meet the overall strategy of the company.
Operations need to be adaptive and flexible, to meet any challenges to production, and deal with off-normal situations and problem management.
Disruptions to Operations tend to be addressed in the Business Continuity Plan, including Incident Management, Operational Risk Management and various forms of security (personnel, physical, information).
The CIO and CTO are responsible for maintaining the Confidentiality, Availability and Integrity of data. Making it available to those who need it, in the right place, right time and right format.
The resilience capabilities are centred around IT Service Continuity, Backups, IT DR, and Information Security (which included cyber security).
The CPO and CRO are responsible for the supply chain and the ecosystem or environment in which the company sits.
Supply chain management is inherently difficult because it is outside your direct control, but those inputs are critical in maintaining operations.
Maintaining a resilient supply chain is about mapping the multiple tiers of your supply chain to gain a complete picture of your risk and plan contingencies for any disruption.
James Crask leads the Business Resilience advisory services at Marsh. We discuss the International Standard for Resilience.
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