Resilience (organizational)

Organizational resilience is defined as “the ability of a system with a change in its environment and still function” [1] . It is a capacity that involves adapting to the environment and adapting it to the environment . [2]

In recent years, a new consensus of the concept of resilience Emerged as a practical response to the decreasing lifespan of organizations [3] and from the key stakeholders, Including boards, gouvernements, regulators, Shareholders , staff, suppliers and customers to Effectively address the issues of security, preparedness , risk, and survivability.

  1. Being resilient is a proactive and determined attitude to a thriving enterprise (country, region, organization or company) despite the anticipated and unanticipated challenges that will emerge;
  2. Resilience moves beyond a defensive security and protection posture and applies the entity’s inherent strength withstand crisis and deflect attacks of any nature;
  3. Resilience is the empowerment of being aware of your situation, your risks, vulnerabilities and current capabilities to deal with, and being able to make informed tactical tactics and strategic decisions; and,
  4. Resilience is an objectively measurable competitive differentiator (ie, more secure, increased stakeholder and shareholder value).

An organization that realizes the benefits of the above definitions of resilience and a high likelihood of maintaining a successful and thriving enterprise.

Previously, it was considered that ‘organizational resilience’ could only be generated from processes and functions such as Risk Management , Business Continuity , IT Disaster Recovery , Crisis Management , Information Security , Operational Continuity , and Physical Security. These are recognizable as key contributors to operational resilience, and “the positive ability of a system or company to adapt to the consequences of a catastrophic failure caused by power tools, a fire, a bomb or similar” event or as “the ability of a [system] to cope with change “. [4]HOWEVER, research from Many academics Including as Hamel & Valikangas in the Harvard Business Review, [5] Boin, Comfort & Demchak [6] and research facility ResOrgs [7] HAS Influenced understanding and lead to new viewpoints is resilience, Including That from the BSI Group , [9] being developed by ISO, [9] the Australian government, [10] ResOrgs, [11]ICSA , [12] and professional services firms such as PwC, [13] all of which recognize that processes and functions are but one element of an organization’s resilience web.


Global turbulence is expected. Competition, instability and uncertainty are constant in a changing world. Organizations face an unprecedented and growing number of potential disruptions to the status quo and the best ugly strategic plans. As history repeats itself, prominent organizations will be integrated in the future.

To survive and prosper in this new environment of heightened uncertainty and change, organizations must move past traditional risk and governance models and focus instead on resilience. Resilience applies to all levels: national, regional, organizational and corporate. At the national level, major infrastructure concerns and societal institutions must be robust enough, and unencumbered by legal and regulatory constraints, to serve the national good in normal operations, in crisis, and in recovery. At the regional level, specific infrastructure assets are highly interdependent to local and national infrastructure. At the organizational and corporate level (which owns or operates the vast majority of our critical infrastructure assets),

Business continuity and competitiveness

Yossi Sheffi extended the resilience concept to business continuity initiatives in his 2005 book The Resilient Enterprise . [14] Sheffi may be adversely affected by the operations of corporations and how to invest in resilience. Business organizations such as the Council on Competitiveness and competitiveness. [15] The Reform Institute has highlighted the need to enhance the resilience of the supply chain and the electricity grid against disruptions that could cripple the US economy.[16] [17] Many corporations are adopting resilience and business continuity initiatives and sharing best practices. [18]

Many experts and leaders see resilience as a vital component of a homeland security strategy. [19] [20] Hurricane Katrina, which is not all that can be prevented.

Growing support in Washington, DC

Prominent members in the United States Congress are embracing resilience. The Chairman of the Homeland Security Committee of the House of Representatives, Bennie Thompson (D-MS) declared May 2008 “Resilience Month” as the committee and its subcommittees held a series of hearings to discuss the issue. [21] [22] President Obama [23] and the Department of Homeland Security [24] [25] also made resilience an integral component of homeland security policy.

The Quadrennial Homeland Security Review, released by the Homeland Security Department in February 2010, made resilience a prominent theme and one of the core missions of the homeland security firm. [26]

Competitive advantage in business

Business and government enterprises that are able to quickly adapt to their competitive position in their markets, with minimal disruption to their enterprise and manageable impact to their market value. slower, more evolutionary manner – sometimes over many years or decades – can be described as being more resilient. Leading management consultancies and national governments including Australia, US Department of Homeland Security and the UK Cabinet Office believes that the organization is resilient, has understood, has critical implications for its competitive posture, profitability and shareholder value.

Over the years, business, academic and government leaders have become aware of the fact that they are better off than others, often similarly situated. For example, a September 2003 Harvard Business Review article [27] stated that “momentum is not the force of the moment” in ensuring an organization’s success. They noted the emergence of several disruptive trends – the same is true of the discontinuity, regulatory upheavals, geopolitical shocks, industry deverticalization and disintermediation, abrupt shifts in consumer tastes, and hordes of nontraditional competitors – that require to become successful. The authors concluded that “strategic resilience is not responding to a one-time crisis. It’s not about rebounding from a setback. It’s about continuously anticipating and adjusting to deep, secular trends that can permanently affect the power of a core business. “It’s about having the ability to change before the case becomes desperately obvious.”

Resilience also has important implications for governance processes and systems. In a 2004 white paper [28] the authors wrote that “business resilience, risk assessment, information reporting, and governance processes with strategic and business planning, and enterprise-wide early warning capabilities are embedded in the business of the company.” They explained that “Enterprise Resilience is predicated on an expanded view of risk-one that focuses on value, and therefore encompasses not only traditional risks (eg, financial, natural hazards, physical security, legal, compliance). (eg, innovation, channel relationships, intellectual property) and company culture. ”

Over the past decade, governments worldwide have also focused on protecting their facilities, technologies, networks, personnel and other mission-critical assets from attack or misappropriation. The risk of cyber-terrorism and other threats to critical infrastructure are of particular concern. On March 31, 2011, the President issued Presidential Policy Directive Eight (PPD-8) [29]that directed the Secretary of the Department of Homeland Security to develop a national preparedness system with the objective of strengthening the security and resilience of the United States terrorism, cyber attacks, pandemics, and catastrophic natural disasters. The directive defines resilience as “the ability to adapt to changing conditions and withstand and recovering from disruption due to emergencies.”


Security , whether applied to physical, financial, personal, cyber information or any other asset, the measures to protect against danger or loss. A significant breach in security could certainly have an impact on organizations, and thus is a critical concept underlying the organization’s ability to be resilient. Resilience is proactive in positioning the company to survive and is known and unknown challenges. Security, as well as practicing,


Protection is often associated with the set of actions to harden the assets withstand identified contingencies, mitigate the damage, or make them an unattractive target. The focus is to maintain the assets’ core function and ward off harm. Typically, protection performance objectives are stated in an absolute capability of varying levels of threat (category II or greater hurricane, defined types of breaches, specific acts). Organizations plan for protection against specific threats or categories of threats. Resilience approaches from a standpoint of taking reasonable protective actions, but having alternative capabilities as needed or the ability to withstand the disruption.

Crisis management

Crisis management generally refers to the set of actions and capabilities in place to effectively respond to a situation. The situation can vary from natural, man-made, or environmental challenges, whether internally or externally generated. It is considered to be a crisis management strategy and it is considered to be important when it is considered “over”. There are plans and preparations, but the actions are not often dealt with as part of normal operations. Resilience depends on effective crisis management, but would encourage more prominent treatment of crisis management capabilities throughout the company.


Preparedness consists of the plans of actions for when the disaster or crisis strikes. Preparedness efforts are very specific sets of tactical actions (evacuation plans, sheltering plans, rehearsals, stockpiles, etc.) that the company and individuals will take to mitigate the effects of predicted disasters / crises. Resilience requires careful and serious attention to preparedness, which is highly likely (eg, hurricanes in Florida). Resiliency would address preparedness as a specific emergency management business function; but more importantly, as being impacted by many functions across the organization. These may include human resources, strategic planning, financial management, information technology, and risk management.

Risk management

Risk management consists of formal processes to identify threats and vulnerabilities to the company, and the mitigation approaches it will employ. Risk management is highly sophisticated and the application of insurance coverage, and in attracting investors. The risk management is a defensive in nature and defensive in nature. Identifying and managing risks, the most important factor in achieving resilience; however, it is one of many factors. Resiliency has a healthy consideration of posturing for future opportunities. That is not a traditional consideration in risk management.

Making resilience reality

Some scholars have identified the four facets of resilience as preparedness, protection, response and recovery. [30] Other countries, such as the United Kingdom and Australia, are adopting the resilience concept. [31] [32] In the United Kingdom, resilience is implemented locally by the Local Resilience Forum .

Measuring resilience

As part of the Canterbury University Resilient Program Organizations, ResOrgs have developed a tool for benchmarking the Resilience of Organizations. [33]

Resilience as an acquired skill

In Organizational Studies , resilience is Often Referred to as the Maintenance of positive adjustment under challenging conditions. Here, resilience emerges as the response to specific interruptions of the normal. Sutcliffe and Vogus [34] argues that resilience should rather be viewed from a developmental perspective. Resilience, then, is “the continuing ability to use and external resources to resolve new issues”. Thus, “resilience is the capacity to rebound from adversity and more resourceful”.

Organizational Resilience Management Standard

ASIS International has developed and published the final Organizational Resilience Management Standard SPC.1-2009. This document is a preview generated by EVS

See also

  • Cyber ​​Resilience


  1. Jump up^ McCarthy, Ian P; Collard, Mark; Johnson, Michael. “Adaptive organizational resilience: an evolutionary perspective” . Current Opinion in Environmental Sustainability . 28 : 33-40. doi : 10.1016 / j.cosust.2017.07.005 .
  2. Jump up^ McCarthy, Ian P; Collard, Mark; Johnson, Michael. “Adaptive organizational resilience: an evolutionary perspective” . Current Opinion in Environmental Sustainability . 28 : 33-40. doi : 10.1016 / j.cosust.2017.07.005 .
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  4. Jump up^ Wieland, A. & Wallenburg, CM (2013): The influence of relational competencies on supply chain resilience: a relational view. International Journal of Physical Distribution and Logistics Management. Flight. 43, No. 4, pp. 300-320.
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  14. Jump up^ Sheffi, Yossi (October 2005), The Resilient Enterprise: Overcoming Vulnerability for Competitive Enterprise , MIT Press
  15. Jump up^ Transform. The Resilient Economy. Integrating Competitiveness and Security. Council on Competitiveness. July 2007.
  16. Jump up^ Chain of Perils: Hardening the Global Supply Chain and Strengthening America’s Resilience. Reform Institute. March 2008.
  17. Jump up^ The Smart Alternative: Securing and Strengthening Our Nation’s Vulnerable Electric Grid. Reform Institute. June 2008.
  18. Jump up^ Building A Resilient Nation: Enhancing Security, Ensuring a Strong Economy. Reform Institute. October 2008.
  19. Jump up^ Katherine McIntire Peters. Government Urged to Focus on Resilience in Homeland Security. Government Executive. October 1, 2008
  20. Jump up^ James Jay Carafano. Risk and Resiliency: Developing the Right Homeland Security Public Policies for the Post-Bush Era. Testimony Before the Subcommittee on Transportation Security and Infrastructure Protection. Committee on Homeland Security. United States House of Representatives. June 24, 2008.
  21. Jump up^ ‘Resilience’ Blooming Into Its Own. Homeland Security Watch. May 1, 2008.
  22. Jump up^ Leaders Committee Pleased With Month of Hearings on Resiliency. CQ Homeland Security. May 23, 2008.
  23. Jump up^ Homeland Security. Retrieved 2009-04-05.
  24. Jump up^ One Team, One Mission, Securing Our Homeland. US Department of Homeland Security Strategic Plan. Fiscal Years 2008-2013. US Department of Homeland Security. September 2008.
  25. Jump up^ Top Ten Challenges Facing the Next Secretary of Homeland Security. Homeland Security Advisory Council. September 2008.
  26. Jump up^ Quadrennial Homeland Security Review Report: A Strategic Framework for a Secure Homeland. US Dept. of Homeland Security. February 2010.
  27. Jump up^ Gary Hamel and Liisa Välikangis (2003). “The Quest for Resilience” . Harvard Business Review.
  28. Jump up^ “Redefining the Corporate Governance Agenda” (PDF) . Booz Allen Hamilton and Weil, Gotschal and Manges LLP. 2004.
  29. Jump up^ “PPD-8” .
  30. Jump up^ Building A Resilient Nation: Enhancing Security, Ensuring a Strong Economy report. Reform Institute. October 2008.
  31. Jump up^ Resilient Nation. Demos. April 2009.
  32. Jump up^ Improving Disaster Resilience. Australian Government. May 12, 2009.
  33. Jump up^ Resilient Organizations. March 22, 2011.
  34. Jump up^ Organizing forSutcliffeResilience, KM, & Vogus, TJ (2003). In KS Cameron, JE Dutton and RE Quinn (Eds.), Positive Organizational Scholarship: Foundations of a New Discipline (pp. 94-110). San Francisco: Berett-Koehler Publishers