Why investing in resilience makes sense? 

All organisations now face increased regulatory and governmental scrutiny over their resilience both to planned change and unexpected shocks. Broadly speaking, these regulatory initiatives aim to minimise impact to customers, the organisation and the sectors in which they operate when disruptions occur. This requires a different state of mind because it operates on the principle that disruption will happen and therefore requires organisations to think in inevitability, rather than probability, terms.  

Regulatory frameworks, technical standards and academic research deviate in many respects, but coalesce around a set of common themes: 

• First, becoming more resilient is not just a nice to have, it is essential in today’s world; 
• Secondly, resilience is not just a defensive mechanism aligned to compliance, which focuses on downside risk, but also a progressive approach which can support organisational strategy and contribute to long-term financial growth; 
• Thirdly, resilience supports growth and stability through the delivery of better outcomes, whether those are for customers, stakeholders, or society as a whole;  
• Finally, resilience is not an objective that can be achieved on delegated authority. It requires the attention, understanding and endorsement of Executive teams and Boards.  

Resilience is not just about stopping bad things from happening — it’s also about enabling organisations to thrive in the face of change. Leaders who invest in resilience are better positioned to guide their organisations through volatility and come out stronger. When seen as a strategic enabler, resilience fuels growth, builds trust, and ensures business continuity becomes business advantage.