As organizations evolve to face emerging disruptions and adopt new technologies, the role of business continuity and resilience managers is set to be transformed, says the BCI Resilience Vision 2030 Report.
The survey-based report explores “how increased regulation, emerging technologies, and a shift toward greater collaboration will redefine what it means to be a resilience manager in the years ahead.”
Key points include:
A changing role for resilience professionals
By 2030, resilience professionals will take on more strategic, collaborative, and technology-driven roles. While their formal status within organizational hierarchies may not significantly change, their influence is expected to grow through enhanced cross-functional collaboration, integration with senior leadership, and adoption of emerging technologies.
Soft skills are highlighted as increasingly important, with communication, persuasion, and stakeholder engagement seen as central to embedding resilience in corporate culture. Strategic leadership, risk management, and supply chain resilience are ranked as the top competencies for future professionals.
From compliance to value creation
The report emphasises a shift in mindset, with resilience increasingly viewed as a value-generating capability rather than a cost or compliance obligation. While challenges remain in quantifying return on investment, practitioners believe that resilience contributes to profitability by reducing disruption costs, enhancing operational visibility, supporting strategic decisions, and strengthening organizational reputation.
There is a growing belief that resilience should be embedded across governance frameworks and treated as a strategic enabler.
Cross-functional collaboration and structural change
One of the strongest messages is the importance of cross-functional collaboration. Rather than siloed teams or isolated departments, the resilience function is expected to be shared across business units, with small central teams coordinating efforts supported by wider networks. This model allows for broader ownership, improved awareness, and integrated planning across IT, operations, cybersecurity, and vendor management.
However, concerns remain around over-reliance on small teams, lack of clarity in ownership, and inconsistent executive engagement. Survey respondents highlight the need for leadership that prioritises resilience and supports it with adequate resources and visibility.
Technology as a catalyst
Technological innovation is seen as a major catalyst for resilience transformation. Tools such as advanced scenario simulation, AI-driven predictive risk management, real-time analytics, and automation are expected to improve foresight, response capabilities, and decision-making. Cloud resilience, digital twins, and blockchain are also cited as emerging technologies with strong future potential.
Despite enthusiasm, the report cautions that technology alone cannot deliver resilience. Tools must be integrated, context-specific, and aligned to organizational realities. A balance between innovation and practical application is essential.
Performance measurement and governance
Performance measurement is a current challenge, with a third of organizations not using specific resilience indicators. While some apply KPIs or maturity models, others advocate for Quality Performance Indicators (QPIs) that measure adaptability, preparedness, and strategic agility. The report calls for a future blended approach combining quantitative and qualitative insights.
Governance structures are also under review. A strong majority (73.7%) support the creation of a Chief Resilience Officer (CRO) to unify resilience efforts, embed resilience in executive decision-making, and ensure alignment across functions. However, some believe that existing leadership roles, if empowered and well-supported, may suffice.
Cultural and regulatory shifts
Embedding resilience requires a cultural shift away from treating it as a checkbox activity. Practitioners call for deeper integration into everyday business planning, performance reviews, and financial incentive structures. At the same time, 76.4% of respondents believe that resilience standards should be mandated across all sectors, especially critical infrastructure, to create consistency and drive executive support.
This report was sponsored by F24
