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Organisational resilience: Shifting from planning-driven business continuity management to anticipated improvisation
As unpredictable major-impact events are on the rise, many organisations have adopted an organisational resilience (OR) approach for dealing with these so-called ‘black swan events. What OR comprises is subject to ambiguity and multiple interpretations. This article presents a perspective that makes a distinction between predictable risks and unpredictable major-impact events. The article argues that predictable risks would benefit from an adaptive and efficient business continuity management (BCM) capability. Using several cases, the article demonstrates how the adaptability and efficiency of BCM can be improved in practice. For unpredictable events, this article calls for a strategy of anticipated improvisation. Both strategies necessitate executives and regulators to accept less planning and to put more trust in the expertise of specialists and managers.
The full article is available to institutions that have subscribed to the journal
Jelle Groenendaal is Research Director of Risk Management and Cyber Security at The Hague University of Applied Sciences. His previous roles include Global Resilience Manager for ING Bank and consultant and researcher in the fields of safety, security, cyber resilience and crisis management at Deloitte and Crisislab.
Ira Helsloot is Professor of Safety and Security Governance at the Radboud University Nijmegen. He is also Chairman of Crisislab, the foundation that conducts research on safety, policing and crisis management. He has previously worked as a board member and Head of Disaster Management in the Amsterdam Amstelland Fire Service.
CitationGroenendaal, Jelle and Helsloot, Ira (2020, December 1). Organisational resilience: Shifting from planning-driven business continuity management to anticipated improvisation. In the Journal of Business Continuity & Emergency Planning, Volume 14, Issue 2.