Business resilience is evolving rapidly as companies adapt to new challenges and opportunities. Here are some of the latest trends in holistic business resilience.

In this post, we explain how cyber security isn’t cyber resilience. Cyber security only focuses on preventing attacks, but no system can be 100% secure and cyberattacks are inevitable. Cyber resilience focuses on how to anticipate, withstand, adapt, and recover from cyber disruptions. It’s about maintaining operations and minimizing downtime after security breaches or disruptions.

You invested in building a recovery plan, and hopefully tested it and your team, but it doesn’t end there. Business continuity isn’t a project – it’s a program, and your plan needs to be maintained. Here is what plan maintenance involves.

By systematically integrating recovery lessons into your business management practices, you not only enhance your organization’s ability to handle future disruptions but also build a more resilient and adaptive business overall. Learn about: Recovery, Post-recovery, Business continuity plans, Risk assessment, Resilient, Leverage data, Aligning strategic objectives

BCM software is a valuable component of a business continuity strategy, but it is not a substitute for comprehensive planning, human oversight, and continuous improvement. A holistic approach that integrates software with effective processes, training, and risk management practices is essential for robust business continuity.

The painful reality is that our power utilities aren’t as reliable as we want to believe, and their facilities are vulnerable to attack. It’s time for organizations to actively mitigate and plan for disruptions of electricity and natural gas.

Increasingly, you only can buy cyber insurance when you prove that you have implemented comprehensive strategies to reduce your risk and mitigate the cost of cyber-attacks. In fact, it is more valuable to implement those cyber security strategies than to have the insurance policy.

Luck and quick thinking are great in all aspects of life, but they aren’t business recovery strategies or risk mitigations. A near miss event should be treated very seriously, not as a success, and as a warning to bolster training, revise business recovery plans and implement additional risk mitigations.

After a disruption or emergency occurs, it’s tempting to suspend some routine protocols, procedures and standards to recover as quickly as possible. It is often prudent and effective to do so but recovery teams should be mindful that cutting the wrong corners can increase risk, worsen the situation and increase recovery time.

Organizations need to make BCM programs measurable to enable useful oversight and accountability. Too often, however, measuring BCM becomes unnecessarily complex, time-consuming and onerous, diverting resources and sapping engagement and commitment.

The success of a business continuity management program (BCM) in no small measure relies on executive engagement and support. Engagement is vital when initiating a BCM program or introducing an existing program to a new senior executive, and there are ways to achieve this strategic objective.

The most serious risk to your organization isn’t malware, supply chain disruption, pandemic or any other event. Ironically, your biggest risk is your inability to adequately recover from multiple simultaneous disruptions. In the past few years, business and society have adapted to various ‘new normals’, and one of those is disruptions layered one on another and another.

Your organization has a choice regarding supplier resilience. You may assume that suppliers have sufficient plans and recovery procedures that will reduce the risk and impacts of disruptions to their operations. Or, you may choose to actively verify supplier resilience.