Skip to main content
Mobile
  • Finance, Accounting & Economics
  • Global Business Management
  • Management, Leadership & Organisation
  • Marketing & Sales
  • Strategy
  • Technology & Operations
HS Talks HS Talks
Subjects  
Search
  • Notifications
    Notifications

    No current notifications.

  • User
    Welcome Guest
    You have Limited Access The Business & Management Collection
    Login
    Get Assistance
    Login
    Forgot your password?
    Login via your organisation
    Login via Organisation
    Get Assistance
Finance, Accounting & Economics
Global Business Management
Management, Leadership & Organisation
Marketing & Sales
Strategy
Technology & Operations
Practice paper

Building an organisational resilience maturity framework

Aaron Gracey
Journal of Business Continuity & Emergency Planning, 13 (4), 313-327 (2020)
https://doi.org/10.69554/BBJG1421

Abstract

This paper discusses the challenges faced by organisations as disruptive events increasingly impact across operational, tactical and strategic operating levels. Organisations maintain the foundation of society by building the economy; they provide employment, wealth generation, material, services and community spirit. Simultaneously, they are being forced to diversify and innovate to maintain their share of global or local markets, thus inviting risk into the daily operating model. Organisations with a higher level of internal resilience are better poised to mobilise resources, allocate personnel and prioritise key functions, with leadership teams unafraid to make difficult decisions based on intelligence and evidence-based analysis, although there is still a limited understanding of how a resilience framework can benefit the bottom line. Effective leadership, evidence-based decision-making and business intelligence collection and dissemination are critical to success; however, to truly build resilience capability, organisations need to develop a learning organisation mentality, and move the concept of organisational resilience away from technology to become a people-focused strategy. Organisations must change the mentality of using resilience to generate short-term financial gains and instead focus on long-term sustainability.

Keywords: leadership; organisational resilience; ORM3; business continuity

The full article is available to subscribers to the journal.

Already a subscriber? Login or review other options.

Author's Biography

Aaron Gracey is the Vice Chair of the Resilience Association, a lecturer at the UK Resilience Centre and Managing Director of Squared Apples. He developed the organisational resilience maturity (ORM3) framework to enable organisations to assess, benchmark and plan their resilience by developing operational excellence. His experience spans the delivery of change programmes across several organisations, organisational resilience capability, business change and learning development domains through organisational assurance activities, staff leadership development, policy creation and developing business intelligence frameworks. He has masters’ degrees in organisational change, strategic leadership, and politics and modern conflict. He has completed his PhD viva.

Citation

Gracey, Aaron (2020, June 1). Building an organisational resilience maturity framework. In the Journal of Business Continuity & Emergency Planning, Volume 13, Issue 4. https://doi.org/10.69554/BBJG1421.

Options

  • Download PDF
  • Share this page
    Share This Article
    Messaging
    • Outlook
    • Gmail
    • Yahoo!
    • WhatsApp
    Social
    • Facebook
    • X
    • LinkedIn
    • VKontakte
    Permalink
cover image, Journal of Business Continuity & Emergency Planning
Journal of Business Continuity & Emergency Planning
Volume 13 / Issue 4
© Henry Stewart
Publications LLP

The Business & Management Collection

  • ISSN: 2059-7177
  • Contact Us
  • Request Free Trial
  • Recommend to Your Librarian
  • Subscription Information
  • Match Content
  • Share This Collection
  • Embed Options
  • View Quick Start Guide
  • Accessibility

Categories

  • Finance, Accounting & Economics
  • Global Business Management
  • Management, Leadership & Organisation
  • Marketing & Sales
  • Strategy
  • Technology & Operations

Librarian Information

  • General Information
  • MARC Records
  • Discovery Services
  • Onsite & Offsite Access
  • Federated (Shibboleth) Access
  • Usage Statistics
  • Promotional Materials
  • Testimonials

About Us

  • About HSTalks
  • Editors
  • Contact Information
  • About the Journals

HSTalks Home

Follow Us On:

HS Talks
  • Site Requirements
  • Copyright & Permissions
  • Terms
  • Privacy
  • Sitemap
© Copyright Henry Stewart Talks Ltd

Personal Account Required

To use this function, you need to be signed in with a personal account.

If you already have a personal account, please login here.

Otherwise you may sign up now for a personal account.

HS Talks

Cookies and Privacy

We use cookies, and similar tools, to improve the way this site functions, to track browsing patterns and enable marketing. For more information read our cookie policy and privacy policy.

Cookie Settings

How Cookies Are Used

Cookies are of the following types:

  • Essential to make the site function.
  • Used to analyse and improve visitor experience.

For more information see our Cookie Policy.

Some types of cookies can be disabled by you but doing so may adversely affect functionality. Please see below:

(always on)

If you block these cookies or set alerts in your browser parts of the website will not work.

Cookies that provide enhanced functionality and personalisation. If not allowed functionality may be impaired.

Cookies that count and track visits and on website activity enabling us to organise the website to optimise the experience of users. They may be blocked without immediate adverse effect.