What Operational Resilience Really Is
Building Confident Organizations in High-Uncertainty Environments
Operational resilience is too often misunderstood. Many organizations approach it as another compliance obligation, another regulatory deadline, another framework to map, another set of forms to complete, another binder of documentation to maintain. They identify important business services, map dependencies, define impact tolerances, run a scenario exercise, prepare a report, and declare progress.
That may satisfy a regulatory expectation, but it does not necessarily make the organization resilient. Operational resilience is not a compliance exercise . . . It is business confidence.
It is the confidence that the organization can continue to deliver what matters most when disruption occurs. It is the confidence that leadership understands critical services, dependencies, vulnerabilities, tolerances, response capabilities, and recovery options. It is the confidence that when uncertainty becomes reality, the organization will not be surprised by what it depends on, confused about who owns what, or paralyzed by fragmented information.
Compliance may require operational resilience. But compliance is not the purpose of operational resilience. The purpose is to ensure the organization can reliably achieve objectives, address uncertainty, and act with integrity even when stressed.
Resilience Begins With the Business
Operational resilience starts with . . .
[The rest of this blog can be read on the Cura blog, where GRC 20/20’s Michael Rasmussen is a Guest Blogger]