Resilience enables an organization to keep going when controls fail. To make it part of your DNA, teams should know exactly what to do without delay. That means mapping key services, agreeing in advance on important actions, and testing until the response is automatic. We then measure the time to start recovery and to restore basic customer service. The test is whether key functions persist through simulated failures. What target ranges do you see top teams achieving in practice?
The resilience framework focuses on an organization’s ability to absorb shocks, continue critical operations, and recover quickly from disruptive events — whether those come from internal process failures, cyberattacks, or external crises. It goes beyond traditional risk control by asking not just “How do we prevent loss?” but “How fast can we recover when loss occurs?” So how can a firm ensure that exposure identification remains dynamic — continuously updated as new products, technologies, or external threats emerge?
I wonder whether focusing too much on recovery speed risks missing the bigger picture, like resilience isn’t only about how fast we get back to normal, but also whether the old normal is worth returning to. Should resilience also include the capacity to redefine “normal” when external conditions fundamentally change? If we say resilience is a reflex, then it depends on how people behave under stress. What kind of training, culture, or feedback systems actually make that reflex stronger and how do we test it before a real crisis happens?
I really like the idea that resilience is “in the DNA.” It captures that resilience isn’t a binder on a shelf but a behavioral reflex, how people and systems adapt when controls fail or conditions shift. Plans create structure, but real resilience depends on how quickly an organization detects stress, reprioritizes, and reallocates capacity without waiting for escalation. It’s the ability to bend, not break. Embedding resilience means linking it to day-to-day routines such as scenario testing, cross-training, decision rights, and feedback loops, so that adaptive responses are automatic, not improvised. In that sense, resilience isn’t a backup function, it’s an ongoing capability that converts uncertainty into recoverable learning rather than unrecoverable loss.
This class made me realize that resilience is not about having a plan — it’s about proving that the plan works under real pressure.
Resilience enables an organization to keep going when controls fail. To make it part of your DNA, teams should know exactly what to do without delay. That means mapping key services, agreeing in advance on important actions, and testing until the response is automatic. We then measure the time to start recovery and to restore basic customer service. The test is whether key functions persist through simulated failures. What target ranges do you see top teams achieving in practice?
The resilience framework focuses on an organization’s ability to absorb shocks, continue critical operations, and recover quickly from disruptive events — whether those come from internal process failures, cyberattacks, or external crises. It goes beyond traditional risk control by asking not just “How do we prevent loss?” but “How fast can we recover when loss occurs?” So how can a firm ensure that exposure identification remains dynamic — continuously updated as new products, technologies, or external threats emerge?
I wonder whether focusing too much on recovery speed risks missing the bigger picture, like resilience isn’t only about how fast we get back to normal, but also whether the old normal is worth returning to. Should resilience also include the capacity to redefine “normal” when external conditions fundamentally change? If we say resilience is a reflex, then it depends on how people behave under stress. What kind of training, culture, or feedback systems actually make that reflex stronger and how do we test it before a real crisis happens?
I really like the idea that resilience is “in the DNA.” It captures that resilience isn’t a binder on a shelf but a behavioral reflex, how people and systems adapt when controls fail or conditions shift. Plans create structure, but real resilience depends on how quickly an organization detects stress, reprioritizes, and reallocates capacity without waiting for escalation. It’s the ability to bend, not break. Embedding resilience means linking it to day-to-day routines such as scenario testing, cross-training, decision rights, and feedback loops, so that adaptive responses are automatic, not improvised. In that sense, resilience isn’t a backup function, it’s an ongoing capability that converts uncertainty into recoverable learning rather than unrecoverable loss.