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Resilience is more than just the ability to weather a crisis. It is an organization's ability to anticipate and respond to change, not only to survive, but also to evolve.
Responses to the Global Crisis and Resilience Survey suggest that resilience is at the top of companies' agendas. This is because almost all of them (97 per cent) have faced disruptions in the past two years.
'The results of this research reflect what we are seeing all over the world, not just in the Netherlands. In the last two years we have had to deal with unexpected and major disruptions. There have always been crises, but I see in the survey results that organizations have started to think differently about their impact. For example, in previous years' results, the impact of a crisis on one's own team hardly came up. Now half of the respondents say that disruptions have a great impact on employees. And that in turn has a direct impact on how you are able to deal with a crisis'
Because urgency is high, almost all respondents have established a resilience program. However, the results of the Global Crisis and Resilience Survey show that organizations face many challenges in doing so. In most organizations, the resilience approach is well underway but has yet to mature.
‘If an organization only reacts when a crisis is already occurring, it is too late. What this research shows is that more and more organizations are aware of and anticipate possible disruptive developments on the horizon. However, a crisis is not limited to one part of an organization. Therefore, it is critical that organizations break down existing silos and focus on integrating them into a single ‘enterprise resilience framework’. A starting point for this is centralized sponsorship and accountability to promote consistency among the existing elements of resilience. It is very positive that most survey respondents have clearly placed this responsibility in the C-suite.’
The Global Crisis and Resilience Survey shows that organizations are investing in resilience and, at the same time, that the level of maturity varies.
If we consider the aspects of resilience as modules, we see customers investing in a modular approach based on the greatest risks they face. We see a shift from a narrow approach, e.g., cyber incident response after a hack, to a holistic approach to resilience regardless of the specific domain in which a crisis occurs.'