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Innovation SIG Publishes Organisational Resilience Guides for Risk Managers

In 2019, the IRM Innovation Special Interest Group (SIG) explored the theme of organisational resilience. Their work focused on understanding how UK organisations defined and how they were developing resilience. Through this project, the Innovation Group has reviewed guidelines, professional standards, white papers, books, consultancy reports and interviewed risk managers, CROs, Board members and consultants.  

In addition, they led discussions with IRM SIGs and Regional Interest Group (RIG) members to gain additional perspectives on the topic. The Innovation SIG Organisational Resilience project involved a total of more than a hundred people from multiple sectors, countries, and professional backgrounds in obtaining a holistic and integrated view of organisational approaches to building resilience in organisations. 

The outcomes are presented in these guides: 
Organisational Resilience: A Risk Manager’s Guide and 
Organisational Resilience White Paper 2021: A Companion Summary for Risk Managers.  


Organisational resilience is more embedded in life around us than you may at first think – and has been for decades. National healthcare is an organisational resilience network. So are our public, police, emergency and armed services. 

One can argue persuasively that the Government itself is also an incrementally evolving organisational resilience network. Perhaps the first true example of this methodology designed as such from the outset was the Chain Home radar network. It was developed in the 1930s and delivered as the world’s first integrated early warning system that connected analogue command and control with distributed tactical operations in near real-time  to protect its national host. 

Whether by accident or occasional design, organisational resilience has been an instinctive, historical concept that society has reached for where co-operative action can help offset disruptive risks for either those currently unfolding or perceived in the future. 

Today, organisational resilience - and its enterprise risk management stable-mate - should be an ultra conscious infrastructure choice. The pandemic has forced change and focuses all our eyes on the reality that the collective crisis spectrum is both broader and more threatening than ever. 

Rodrigo Souza, the Innovation SIG Co-Chair who led the project said: 

“The global wrestle with Covid-19 - and the potential for new pandemics - climate change, extreme weather disruptions, terrorism and cybercrime risks threaten our digitally interconnected world. 

That’s why the IRM’s Innovation Special Interest Group (SIG) began taking a deep dive into OR in 2019. This report and the companion summary focuses on how organisations define and develop organisational resilience strategies and how approaches could – and should – be evolving in the light of contemporary events”. 

Many risk and business professionals contributed their time, experience and intellect to building these reports; in addition to Rodrigo we’d like to thank Sarah Gordon the other Co-Chair and members of the Innovation SIG for their work on this project.