For businesses to grow and be successful their approach to resilience must be defined by a holistic and risk-focused outlook, rather than one which is narrow and dominated by event-oriented continuity practices. The Organizational Resilience Handbook shows that success is as much to do with innovation and the speed with which new products are brought to market as it is with organizations having to deal with unexpected crisis situations. It comprehensively covers the full breadth and depth of the field and introduces related topics such as security, safety, e-commerce, emerging technologies and customer experience.
Through adopting a strategic and progressive approach, practitioners can apply the book's methodology to develop an in-depth understanding of resilience within their own organization and use it to effectively engage with the board and senior management in developing strategies for achieving greater resilience capability. A range of high-profile case studies, such as Mercedes, the UK's National Health Service, Alibaba and BP, help to illustrate the concept of resilience by detailing characteristics and behaviours which confirm its meaning. The Organizational Resilience Handbook is a practical guide to self-assessment, benchmarking performance and implementing resilience frameworks in any organization.
About the Author
Graham Bell is a consultant and trainer specialising in organizational resilience and the assessment and mitigation of business risks. He delivers a qualification course on organizational resilience regulated by Ofqual and has 30 years' international experience in roles across manufacturing, telecoms, transport and energy sectors. He is a Fellow of the Institute for Strategy, Resilience & Security (ISRS), at University College London (UCL), and of the Institute of Strategic Risk Management (ISRM). He is also a member of the BSI Committee (CAR/001/01) tasked with the revision of BS 65000 Organization Resilience.
Industry Reviews
"Graham Bell provides an interesting and comprehensive exploration of resilience and lays out the wide-ranging arguments on resilience which have happened over the years. It is important to be able to argue from several angles, and this handbook uses case studies to demonstrate the many and varied approaches that have been adopted in the pursuit of resilience." * Derek Mowbray, Organization Health Psychologist *
"The book offers a detailed and thought provoking look at organizational resilience with a broad range of case studies and global insights. It places a focus on strategy and delivering commitments to stakeholders, the role of leadership in organizational resilience, the importance of continual learning and everything in between." * Janette Kirk-Willis, Positive Psychology and Resilience Coach, Founder of Positively Flourishing *
"Provides a practical approach to using the information we gather to move from risk to resilience management. Organizations of any kind will benefit from the focus on transforming risk reviews and assessments into strategic hints. In these days of great change and external pressures, organizations will need a form of intelligent design applied to allow businesses to not only survive but excel. This book provides that." * Cosimo Pacciani, former COO of Algebris and former CRO of the European Stability Mechanism *
"Managing the COVID-19 pandemic has taught us and is continuing to teach us many lessons about resilience. Not the least of these is that the responses have been widely varied in terms of the levels of preparedness displayed by different countries and the corporates and entities within them. It is also apparent that a much greater priority needs to be given to organizational resilience in the future, particularly as we face the challenges of climate change and other aspects of global instability that will continue to throw up shocks - predictable and unpredictable. 'The Organizational Resilience Handbook' therefore provides an invaluable and timely framework for assessing the resilience of an organization and to help its leaders enhance their preparedness in a way which is not threat-specific. Above all, it makes the point that any resilience strategy must be holistic and recognise the inter-dependencies that the organization faces." * Lord Toby Harris *
"I commend this book to all resilience practitioners and professionals who interact with the C-Suite. Graham does a great job of outlining the many dimensions of resilience, over and above the ones we might traditionally (but erroneously) think of such as crisis management and business continuity.
I found the case studies brought out many of the books arguments and finally believe that the resilience model is a great way to begin to measure something which historically has been viewed as somewhat intangible or at the very least one dimensional. This book certainly broadened my concepts and views of organisational resilience."" * Stuart Seymour, Director Global Cyber Security, Cyber Incident Response, Physical Security and Resilience at Centrica *
