Over years the business continuity practice has focused on responding to disruptions and implementing strategies that will minimise the impact of the disruptions. The evolving view of operational resilience accepts that disruptions will occur, and the focus is to be able to continue to deliver the organisation’s prioritised services or products. It suggests that operational resilience wants to ensure long term survival and sustainability, rather than just having a programme in place to address and minimise the impact of a disruption.

So, what needs to be in place to achieve operational resilience?

1. Invest in a business continuity management (BCM) programme, which includes a sound response structure, response plans and continuity strategies to manage the disruption and minimise the impact.
2. Establish a risk management approach and framework which focus on the process of risk identification, risk acceptance, risk tolerance and risk treatment.
3. Align the BCM programme and the risk management framework to ensure single points of failures and unacceptable levels of risk are known; and thereafter accepted or treated.
4. Embed business continuity as part of the organisational culture, through BCM staff awareness initiatives, directed training for those with specific BCM roles and responsibilities, and the exercising of response capabilities.

Operational resilience is a fine and delicate blend of organisational disciplines, which include business continuity management, risk management, involvement and commitment of staff and management.

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