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What is Organisational Resilience?

Number

1

Squared Apples

Discussion Papers

Aaron Gracey

Managing Director

Squared Apples

Please Note:

This discussion paper is a document written and published in order to stimulate

reflection, consideration and debate on the key themes of interest and concern within the

UK industry on the topic of building organisational resilience.

This is the first in a series of papers planned to be published by Squared Apples which

will be hosted on the Resilience Repository located on the Squared Apples website,

which will be freely accessible to practitioners and researchers.

It is important to note that the opinions and issues raised within this paper are those of

the author, based on academic research and personal experience within the UK Armed

Forces and UK Industry. This paper does not constitute any formal direction or doctrine

and its contents are not to be regarded as an expression of policy or guidance on behalf

of Squared Apples.

For further information on this paper or to submit an article to be held within the Squared

Apples repository, please contact:

Aaron Gracey

Squared Apples

E: squared.apples.uk@gmail.com

What is Organisational Resilience?

Introduction

Within the UK the subject of Organisational Resilience has become an emerging discipline, though

there is still confusion and little consensus on the definitioni across industry sectors. While there

has been more than four decades of collective research on the concept of resilience globally, it still

has different aspects to individuals in different fields. A number of discrepancies in the meaning of

the concept arise from different epistemological angles and the following methodological practicesii.

Research conducted by Braes and Brooks in 2010 identified that the term resilience “had been

used with increasing popularity across many disciplinesiii”, though it is also used “liberally in

organisationsiv.”

Within the UK, public organisations assume cross-sector roles in managing large scale crises, be

they homeland based or further afield orientated. Government bodies such as the Ministry of

Defence (MoD), Department for International Development (DfID) or the Foreign and

Commonwealth Office (FCO) focus on further afield, while the Cabinet Office, Home Office and

local governments focus on predominately home based issues. Supporting the resilience of the UK

are the organisations which manage the Critical National Infrastructure which maintains the

strategic functioning capability of the UK through the management of energy production, oil, major

transport nodes and public healthv.

Traditionally resilience is viewed as the qualities that enable the “ability of the community, services,

area or infrastructure to detect, prevent, and, if necessary to withstand, handle and recover from

disruptive challenges,vi” though the term is also used in the fields of “engineering, biology and

psychiatry. Engineers apply the concept to materials and technical systems, biologists study

resilience in life systems and psychiatrists seek to understand the resilience of individuals and their

interaction with social systemsvii”. In essence, resilience is broadly defined as “the capacity to

resist and recover from lossviii”. Though it was used by Holling in 1973 to describe an ecological

concept, it has since been adapted by a number of academics who have sought to apply it to

organisations in an attempt to identify a means to create more sustainable business models and

understand the capacity that organisations and people have to manage their own support and how

needs and services can be matched.ix

Building an Understanding of Organisational Resilience

Seeking to set the direction for the study and development of organisational resilience, in 2007

Vogus and Sutcliffe defined resilience as: “The maintenance of positive adjustment under

challenging conditions such that the organisation emerges from those conditions strengthened and

more resourcefulx.” It is also important to study how the British military understand resilience, as

under the National Security Strategy (NSS 2010) the threat to the UK resilience was from “More

complex range of threats from a myriad of sources. Terrorism, cyber-attack, unconventional

attacks using chemical, nuclear or biological weapons, as well as large scale accidents or natural

hazards – any one could do grave damage to our countryxi”.

The document, along with the Strategic Defence and Spending Review (SDSR), aimed to

“describe how we will equip our Armed Forces, our police and intelligence agencies to tackle

current and future threats as effectively as they dealt with those of the pastxii.”

In their research, Buckle et al describe resilience as “The capacity of a person, group or system to

withstand loss or to recover from lossxiii.” This is similar to that which Braes and Brooks champion;

they support the definition of resilience as that of the Oxford dictionary “the quality or fact of being

able to recover quickly or easily from, or resist being affected by, a misfortune, shock, illness etc;

robustness; adaptabilityxiv” The definition from the Oxford dictionary online states that resilience is:

“the ability of a substance or object to spring back into shape, or the capacity to recover quickly

from difficulties; toughness.xv”

These definitions still adhere to the thought process that an organisation recovers from or resists

the impact of a shock or a disruptive event by how it reacts. This is a reactive disposition which is

also present in business continuity management; the ideal situation would be for an organisation,

through business intelligence and market analysis to identify possible trends and adjust its stance

accordingly, mitigating a disruptive event through proactive awareness, workforce adaptability and

strategic agility. These capabilities would be supported through robust management, incident

response and recovery practices and a well-defined continuous improvement process which is

followed and implemented at all levels within the organisation.

Why Do We Need to Develop Organisational Resilience?

In recent years organisations have become increasingly focused on their ability to identify and

react to oncoming crisesxvi, either through the slow burning performance issues, also known as

“creeping crises”xvii or the large scale shocks through market forces, man-made events or

environmental impacts. Being able to react effectively to unfolding crises is complicated as

planning is based on initial assumptions based on historical evidence, limited information and

personal experience. The UK Government’s view in 2010 was that resilience encompassed

activities that aimed to prevent, protect and prepare for natural hazardsxviii, though there is no

mention of man-made events. Given the increased threat of malicious events this raises concerns

of the analysis conducted within the interdependencies of communities and organisations and the

ensuing impact of a man-made crisis, such as Buncefield or the 2008 financial crisis.

In 2002 the UK suffered from the Foot and Mouth epidemic, forcing the culling of thousands of

livestock; in 2003 the government was faced with a national fire-strike. Both events forced the

deployment of the armed forces to manage the situations and support the continued running of

services. Both events had severe impact on a number of local and national businesses. In 2007

the United Kingdom witnessed exceptional flooding, with the country experiencing the wettest

summer since recorded records beganxix with over 55,000 properties flooded, 13 fatalitiesxx and the

armed forces deployed to assist local councils. Transport networks failed and the 2007 floods that

occurred in the UK were ranked as the most expensive in the worldxxi, with the insurance industry

paying out in excess of £3 billionxxii, causing the country’s largest peacetime emergency since

World War IIxxiii. In 2009-10 and 2012-2013 the country suffered extensive periods of exceptional

cold weather, and in the winter of 2013 – 14 the country was struck by heavy winter storms and a

severe tidal surge on the East Coast. History indicates that severe weather is bad for the economy,

with the UK’s GDP falling by 0.6% in the last quarter of 2010 and most of this being attributed to

the effects of the weatherxxiv. This equated to £280 million a day being lost from the UK

economyxxv. This continued threat to UK resilience was highlighted in the National Security

Strategy (NSS) which sought to understand the magnitude of change within the political and

natural environment and the impact on the utilisation of the military capabilities. The NSS

concluded that there was the identification for the need to build a far greater relationship across

government departments and industry for better resilience:

“We all have a part to play in keeping the country safe – be it from terrorists, cyber-

attack or natural disasters.”xxvi

The larger issue caused by the winter weather was the identification by central government of the

lack of resilience within the transport sector, key infrastructure providers and local communities,

with businesses put out of trading for monthsxxvii. There was the identification that there was still a

perceived requirement by the public that the military were the only real organisation capable of

responding to a national crisis. This was created by the poor level of senior leadership within

responders which was highlighted by the Pitt Review, stating that that within organisations:

“Change will only happen with strong and more effective leadership across the board,”

with a need to “be much clearer about who does what” and “be willing to work together

and share informationxxviii.”

This demonstrates the importance of a proactive leadership framework within an organisation to

drive and lead change. Becoming comfortable with change is critical to the development of a

resilience culture within an organisation. This leadership will enable the development of the correct

culture of the company, focusing it to the vison that was created to support the reason for the

existence of the organisation. In turn this provides the core structure, through high level strategy,

cultural guidance, behaviours, policy and identity, which enables the creation of a cohesive

response across the entity when faced with a disruptive event. This is demonstrated within the

NSS, where the concept is identified and promoted. There was the acceptance and clear guidance

that, at State level, the Government:

“Must also be ready at any time to deal with the possibility of major natural hazards or

accidents and be resilient in handling and recovering from their effects.xxix”

Organisational Resilience Within the Transport Sector

After the impact of the 2007 floods, there was a strategic direction given that resilience plans

across the transport sector needed to be reviewed and updated. Directions were given across the

sector to address the failings identified within the Pitt report. While amendments had been made to

the situation on the transport sector resilience plans for 2010, research identified that the relevant

organisationsxxx were still found to be lacking in capability. This situation resulted in another House

of Commons reportxxxi seeking to identify the issues that caused a failure to respond effectively to

the cold weather and the resulting situation it caused.

The report identified the UK Railway infrastructure and airports were poorly prepared for the

situation, indicating that the impact was greater on Heathrow due to its status as “an international

hub airport.xxxii” There was also the lack of information to the transport sector’s key stakeholder, the

travelling public, who, during the situation, received poor guidance and advice from all areas of the

transport sector, which was also raised in the report:

“Inadequate information provision was raised by witnesses as an issue for rail, road and

air travellers during December 2010. A related issue was passenger welfarexxxiii.”

The cold weather of January 2013 also caused severe issues for airports, challenging the

resilience procedures being put in place since 2010. Severe snow and wind conditions closed

Heathrow to numerous flights over a period of four days. Investigations and witness reports also

indicated a poor level of passenger welfare and information.xxxiv

In 2011 research by Bhama, Dani and Burnard identified that “resilience based literature has been

conceptual, focusing on developing a static knowledge base for the area through establishing the

fundamental concepts.” Further research also indicated that “there is little consistency in its use in

the terms of Organisational Resilience and a lack of common understanding as to the essential

concepts prevail.” This confusion is evident in Dr David Smith’s paper for the Institute of Business

Continuity Management, in which he seems to confuse Organisational Resilience with Corporate

Security. His work indicates that to obtain Organisational Resilience, an organisation only needs to

develop a unified Business Continuity Management System (BCMS), an approach which is in

conflict to that of the Resilient Organisations group based at Canterbury University, New Zealand.

Braes and Brooks highlight the cause as: “Resilience has become a widely used term (that) has

resulted in some re-badge ideas and claims of processes, management systems, computer

software and measurements tools.”

The document, along with the Strategic Defence and Spending review, aimed to “describe how we

will equip our Armed Forces, our police and intelligence agencies to tackle current and future

threats as effectively as they dealt with those of the pastxxxv.”

By design the NSS 2010 sought to develop a multi-agency approach to the security and resilience

of the UK, seeking to integrate the capability of the armed forces with the local knowledge of police

forces and the skills of the intelligence services. By all intent and purpose it was utilising the painful

lessons learned in developing community and organisational resilience in the campaigns of Iraq

and Afghanistan and identifying how to increase UK resilience basing it on this foundation. It

sought to re-create a comprehensive approach to UK resilience.

Organisational Resilience within the Business Sphere

Within the Business Space there is confusion among professionals about what Organisational

Resilience is and how to develop and manage it. It is interesting to note that the previously

mentioned definitions from the Oxford dictionary referred to by Braes and Brooks and Newnham

described resilience as a means to develop a “bounce back” capability through robustness and

recovery. There is little in the way of “bouncing forward”, or in the part of a living organism or an

organisation, the ability to learn. It is this issue which could help understand why there is the

confusion that resilience is a new name for business continuity; business continuity seeks to

recover from the incident, similar to how resilience is defined by the two separate dictionary

entries. Newnham argues that these views are incorrect and that resilience should be considered

in light of: “psychological, social and ecological resilience and how that resilience capability

encompasses a natural adaptation to environmental change.xxxvi”

This is in contrast to the definitions that Dr Smith, the Cabinet Office and those referenced from the

Oxford dictionary, which lean more towards a comparison to the practice of Business Continuity.

This issue was also reflected in the 2010 Torrens Resilience Institute paper which identified that a

drive for leanness and better efficiency had resulted in brittle and vulnerable organisations. The

approach promotes the desire to drive down costs to clash with the desire to avoid and/or manage

risks, meeting savings through efficiencies which places an organisation at risk through the

removal of redundancy within the company if it suffers a disruptive event which affects staff

capability or performance. In that paper it described Resilience as something very similar to

Business Continuity:

“..the ability of something or someone to cope in the face of adversity – to recover and

return to normality after confronting an abnormal, alarming, and often unexpected

threat. It embraces the concepts of awareness, detection, communication, reaction

(and if possible avoidance) and recovery.xxxvii”

This paper built upon the previous work of the New Zealand based research group Resilient

Organisations. In 2007 it published a report on a Resilience Management Framework which

identified that there was “an intrinsic relationship between organisational resilience and improving

the resilience of communitiesxxxviii.” Based on a study of organisations within New Zealand, it

sought to define a framework to enable the identification of factors which assisted or hindered the

development of organisational resilience. In comparison to the work of the Torrens Institute, the

recently written British Standard BS65000:2014 – Organisational Resilience, identifies that

Organisational Resilience is the “Capacity of an organisation to anticipate, and respond and adapt

to, incremental change and sudden shocks in order to survive and prosper;xxxix”

This is a different approach to the Torrens Institute, which seeks to have an organisation “Bounce

Back” to normality after contending with the disruptive event. The BSI document seeks to indicate

that the organisation should seek to “Bounce Forward”; adapting to the impact the situation has

caused, learn the lessons of the post mortem of the crisis and develop the internal mechanisms to

protect from it in the future. The Torrens definition is more grounded in a business continuity

approach, while that of the BSI seeks to conduct a continuous improvement mentality to the

disruptive event, seeking to learn, develop and obtain a positive result from a potentially negative

situation. The BSI approach is also echoed by Dr Chang-Richards who indicates that “The dynamic

nature of resilience, however, requires organisations to make constant ‘investment’ effort to

achieve maximum potential resilience given the circumstancesxl.”

The Europeaid Resilience workshop in 2011xli identified that by putting “an emphasis on prevention

and preparedness, rather than on response, through learning, it would help tackle the underlying

causes of disastersxlii.” This supports the approach of the BSI document, rather than their own

definition, where learning is a key element of developing Resilience. In 2014 the UK Emergency

Planning College (EPC) also included the term “Bounce Forward”, stating that the definition or

Organisational Resilience was:

“The ability to detect, assess, prevent and where necessary respond to and recover

from disruptive challenges of all types. Organisational resilience differs from traditional

concepts of solely achieving business continuity, but seeks to create thinking, services

and capabilities to not just bounce back (continuity), but to bounce forward (continuity

and adaptabilityxliii)”

In contrast to above, Boin, Comfort and Demchak refer to an organisation as being resilient, which

seems to indicate that organisational resilience is a state that can be achieved definitely, whereas

the Business Continuity Institute stated in a research paper that organisational resilience was a

conceptxliv . The BSI BS:65000 Organisational Resilience standard indicates that in essence

resilience is a capability, an organisational mind-state and as such is not a definite line in the sand

that an organisation can state it has achieved if that organisation seeks to develop a culture of

continuous improvement. An organisation can identify certain criteria that is required to meet to

indicate it has a level of resilience, but it cannot definitely state it is resilient, as it is unaware of the

events which may strike it in the future. As the future changes, so does the risks and threats to an

organisation, from both internal and external factors. This mentality is reflected in the revised UK

Civil Contingencies Act in 2004 which indicated the need to have greater flexibility within UK

National Resilience in order to deal with known and unknown risks, and to maintain a national

capability to function and adapt to the impact of disruptive events. The EPC definition also brings

in the suggestion that thinking and adaptability are key to the development of organisational

resilience, whereas the earlier definitions focus more on practice and procedures seeking to

recover back to normality (continuity) rather than the ability to adapt, recover, and change from

reviewing the events to obtain an advantage over competition (continuity and adaptability).

So What does It all Mean?

Research has shown that the requirement to understand how to build and manage resilience has

become a priority within the business worldxlv. Pressures on organisations in all the UK sectors

during the impact of the 2008 financial crisis, with the UK GDP falling by 1.5% in the 4th quarter of

2008 and the nation officially falling into recessionxlvi, have forced the requirement of businesses to

evidence performance and manage risks and relevant controls to mitigate the impact of these

potential disruptive eventsxlvii. Performance pressures, poor incident response and strategic

decision making errors may help to explain why there is a drive to identify a strategic approach to

managing resilience. While processes such as Business Continuity, Incident Response,

Emergency Planning and Crisis Management enable a company to recover from a disruptive

event, they are tactical processes which do not promote a strategic proactive capability

development, as each operates within a distinct environment within an organisation. Organisational

Resilience involves dealing with disruption with a clear intent, coherence and resourcing. It

requires a combination of maintaining continuity, building long-term viability against strategic

change and the external environment.xlviii

Organisational Resilience provides the strategic capstone to the cost avoidance functional areas

such as business continuity and risk management by providing a direct link to the performance

functional areas of the business. By linking the Risk and threat trends analysis to staff

development, the organisational culture and achieving the business vision, organisational

resilience brings together the cost avoidance business elements and the performance elements

into a single, co-habiting ecosystem, with each supporting the other. Rather than relying on the use

of lagging indicators to track the changes to the business through the application of cost avoidance

procedures, organisational resilience offers the potential to utilise leading indicators, advising a

company of its weakness prior to a disruptive event from occurring. Thus organisational resilience

moves the action away from being reactive, instead enabling proactive preparation, development

and targeted investment. The development of organisational resilience also delivers a wider benefit

to the community the company operates within. There is an intrinsic relationship between

organisational resilience and improving the resilience of communitiesxlix. By predicting and

preparing for crises, organisations can limit the impact not only onto the workforce of the

organisation, but also to the community that it is operating within, as well as the supporting supply

chain and the end consumer.

Conclusion

During the first 15 years of the 21st Century, there have been a number of key events which have

impacted heavily on the resilience of the UK industry base. Unlike the previous decade, the ever

increasing desire to become globally linked, relying on a supply chain reaching around the globe,

results in companies facing new risks and threats to their resilience and ability to operate

effectively during disruptive events. The events of 2008 with the financial crisis, or 2014 – 2015

with the downturn of oil prices, or the destabilizing of the Eastern European region all impacted on

UK industry. The ongoing humanitarian crisis that is being witnessed across the Middle East, risks

destabilising the European Market, while the increase in large scale terrorist events have damaged

the freedom of movement enjoyed for a number of years across the European region. With

numerous disruptive events occurring across the traditional areas that influence the UK market,

industry and commerce entities require organizational resilience now more than ever.

Organisational resilience is a strategic mindset which is focussed on a people centric approach to

deliver strategic agility through effective leadership and the development of a proactive culture,

supported by positive behaviours, governance and the fusing of cost avoidance, human resource

development and performance functions to create a firmly knitted together entity which operates as

a system of systems. This loose coupling approach guided by an adaptive leadership enables an

organisation to flex and morph, maintaining a strategic capability to adapt to the changing

environment caused by long term change or a sudden strategic shock. It is this strategic capability

which will enable an organisation to maintain performance and competiveness during a crisis.

Through the nurturing and development of a resilience culture, it will develop a natural agility and

ability to absorb strategic change through staff education, development and proactive contingency

planning at all levels.

Endnotes:

iNewnham C., (2012) Gold Or Dust? Creating Resilient Organisations: Predicting a leader’s propensity for behaviours that create organisational resilience, MSc Paper, Cranfield University, p.17 iiZhou, H., Wang, J., Wan, J. and Jia, H., (2010), Resilience to natural hazards: a geographic perspective, Natural Hazards Journal, Vol 53, Issue 1, pp 21-41, downloaded from www.link.springer.com/article/10.1007/s11069-009-9407-y on 03 December 2014. iii Braes B., and Brooks D., (2010) Organisational Resilience: A Propositional Study to Understand and Identify the Essential Concepts, Edith Cowan University, Australian Security and Intelligence Conference 2010,p.14, accessed online on 12 March 2014. ivIbid, p.14. vCabinet Office (2010) Strategic Framework and Policy Statement on Improving the Resilience of Critical Infrastructure to Disruption

from Natural Hazards, Natural Hazards Team, Civil Contingencies Secretariat, Cabinet Office, London, p.8 viCabinet Office Civil Contingencies Secretariat Lexicon 2013, p.66 viiBoin A, Comfort L. K., and Demchak C. C., (2010) Designing Resilience: Preparing for Extreme Events, University of Pittsburg Press, p.7. viiiZhou, H., Wang, J., Wan, J. and Jia, H., (2010), Resilience to natural hazards: a geographic perspective, Natural Hazards Journal, Vol 53, Issue 1, pp 21-41, downloaded from www.link.springer.com/article/10.1007/s11069-009-9407-y on 03 December 2014. ixBuckle P., Marsh G. and Smale S.s (2001) Assessment of Personal & Community Resilience and Vulnerability, Report: EMA Project 15/2000, on behalf of Emergency Management Australia. xVogus and Sutcliffe (2007), 3418. xiUK Government, (2010): A Strong Britain in an Age of Uncertainty, The National Security Strategy, p.3. xiiUK Government, (2010): A Strong Britain in an Age of Uncertainty, The National Security Strategy, p.3. xiiiBuckle P., Marsh G. and Smale S.s (2001) Assessment of Personal & Community Resilience and Vulnerability, Report: EMA Project 15/2000, on behalf of Emergency Management Australia, p.5. xivBraes B., and Brooks D., (2010) Organisational Resilience: A Propositional Study to Understand and Identify the Essential Concepts, Edith Cowan University, Australian Security and Intelligence Conference 2010,p.14, accessed online on 12 March 2014, p.16 xvOxford dictionary, www.oxforddictionaries.com/definition/english/resilience, accessed 04 May 2016. xviStephenson A (2010) Benchmarking the Resilience of Organisations, p.5 xviiRusaw A.C. and Rusaw . F., (2008) The Role of HRD in Integrated Crisis Management: A Public Sector Approach, Advances in

Developing Human Resources Journal, April 2008, 10:380. Accessed at www.adh.sagepub.com/content/10/3/380 on 15 Dec 2014. xviiiCabinet Office (2010) Strategic Framework and Policy Statement on Improving the Resilience of Critical Infrastructure to Disruption

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Res Orgs, p.ii.