Organizational resilience

The growing convergence of renewable energy, operational technology (OT), and digital connectivity is creating new vulnerabilities and threats that demand a resilience-first approach from energy leaders.

AI adoption can increase organizational fragility by eroding human judgement and allowing technology to outpace governance, workforce development, and fallback arrangements, the Federal Reserve Bank of New York’s chief risk officer has warned.

World models, AI systems that model how real-world environments change, are expected to be one of the next steps in AI developments.

The resilience landscape is littered with different disciplines reinventing the same core concepts. Helen Molyneux breaks down the silo problem, explaining why frameworks rarely talk to each other, why the industry profits from keeping them apart, and how to align your internal plans

The EU Critical Entities Resilience (CER) Directive has moved into its implementation phase following the ending of the one-month window for Member States to notify critical entities.

Every organization tells stories about itself. Those narratives can create genuine resilience capabilities – but they can also conceal blind spots, reinforce fragility, and restrict adaptation.

This article addresses organizational flexibility, presents its core components, and discusses the relationship between adaptability and flexibility.

As AI adoption rapidly gains speed, traditional linear recovery models are no longer enough. Mark Molyneux explains why the rise of agentic AI is forcing a critical shift to ‘resilience operations’ (ResOps).

AON has released its inaugural Human Capital Trends Study, revealing a critical gap at the heart of enterprise AI strategies: organizations recognize their people will drive AI success, but they are not investing in their people strategies.

It is easy to conflate robustness with resilience. David Honour explains why this is a mistake and why the ability to adapt is central to true resilience.