The State of Enterprise Resilience Survey 2016 2017
Control Risks’ 2016/17 global resilience survey focusses on the practical implementation of resilience, and how businesses are striving to adopt some of the principles of resilience in their organisations.
There continue to be a wide range of views on what resilience means, its component parts, and the tangible benefits that may flow. However, Control Risks increasingly sees a growing impetus to move on from definitions to building resilience. It is apparent that between resilience enablers such as business continuity, risk, and technology professionals and the board, there seems to be a slightly different understanding of what resilience means at a corporate level.
With the imminent publication of ISO 22316 ‘Security and Resilience – Guidelines for Organisational Resilience’ the debate has now progressed from one concerned with definitions and concepts to one of implementation and the realisation of the benefits of a comprehensive and integrated approach to embedding organisational resilience.
- ISO 22316 provides guidance on resilience programmes
- The importance of effective leadership
- Lack of skills slows down implementation
- Companies are more worried about long-term reputational damage than short-term financial loss
- Increasing concern over cyber threats
- Cross-functional working and sharing of information is a key principle of resilience