Close Menu
  • Home
  • Managing resilience
    • AI resilience
    • Business continuity
    • Business resilience
    • Climate resilience
    • C-suite and the board
    • DORA – the EU Digital Operational Resilience Act
    • Operational resilience
    • Organizational resilience
    • Supply chain resilience
    • Technology
  • Risk
    • Enterprise risk management
    • Operational risk
    • Threatscape
  • Cyber resilience
    • Cyber resilience updates
    • DORA – the EU Digital Operational Resilience Act
    • Product updates
More items
  • All News
  • Research
  • Jobs in Resilience
  • Resilience Resources
  • About Resilience Forward
X (Twitter) LinkedIn
  • Home
  • Managing resilience
    • AI resilience
    • Business continuity
    • Business resilience
    • Climate resilience
    • C-suite and the board
    • DORA – the EU Digital Operational Resilience Act
    • Operational resilience
    • Organizational resilience
    • Supply chain resilience
    • Technology
  • Risk
    • Enterprise risk management
    • Operational risk
    • Threatscape
  • Cyber resilience
    • Cyber resilience updates
    • DORA – the EU Digital Operational Resilience Act
    • Product updates
Login
LinkedIn Bluesky
Resilience Forward
Subscribe Now
  • All News
  • Research
  • Jobs in Resilience
  • Resilience Resources
  • About Resilience Forward
Resilience Forward
You are at:Home»Managing resilience»Business continuity»How permacrisis has impacted UK organizations (Page 16)
Business continuity

How permacrisis has impacted UK organizations

November 22, 20233 Mins Read
A UK flag with permacrisis word running through the centre

8×8, Inc., has published the results of a survey looking at how companies in the UK are dealing with the current permacrisis – defined by the survey report as an extended time of instability and insecurity. Inflation, Brexit, and the COVID-19 pandemic have all contributed to the perception of permacrisis.

The report ‘Permacrisis: The View from the IT Frontline’, reviews the responses of 550 IT decision makers of UK businesses with over 500 employees.

The impact of the UK’s permacrisis

91% of respondents are feeling the effects of permacrisis in the UK to some degree, with two-thirds stating that macro issues are accelerating their organization’s digital transformation plans.

Unsurprisingly, multiple and consistent challenges have led to a feeling of crisis fatigue among employees, with fewer than 9% of respondents stating that their colleagues do not appear to be fatigued by ongoing events.

While operating in an environment of constant change and uncertainty, organizations are having to be agile to ensure business continuity. More than 94% of IT decision makers reported that their organization is implementing technology changes to reduce crisis fatigue and be future-ready, with customer engagement and communication systems allowing them to manage ongoing instability and uncertainty.

Two areas being seen as key in helping organizations through this period are AI and automation. Both of these technologies are being seen as able to help streamline workloads, reduce routine manual work, and increase both customer and employee satisfaction, while 76% of respondents agree that their organization is using the technology to better serve customers.

The UK has experienced a number of crises over the last decade, with no end in sight. As a result businesses are being forced to constantly adapt to significant amounts of change. Further, the expectations of customers and employees have also shifted along the way and digital technology has played a fundamental role in enabling organizations to adapt and show resilience. As companies now have more data, and demand for real-time insights, the use of AI will go beyond customer engagement, and be deployed to run more efficient businesses and provide better services and offerings.

Chris Angus, VP, EMEA Contact Centre Engagement at 8×8, Inc.

Business resilience: the importance of being future ready

Organizations can enhance business resilience by preparing and ensuring that the right tools are used to ease communication and reduce friction in the event of a crisis, without adding to the burden on IT and digital teams. Moving forward, nearly all organizations are planning to use communication systems to manage instability and uncertainty, with planned use cases including: automating processes (51%), managing staff performance (47%), and predicting customer and employee trends (44%).

When considering the most valuable call handling tool for a crisis situation, 40% cited virtual agents/chatbots. Meanwhile, auto attendant (19%) and voicemail (22%) are considered to be the least valuable call handling tools in a crisis.

Obtain the report
UK
Share. Facebook Twitter Pinterest LinkedIn Tumblr Email WhatsApp
Previous ArticleOrganizational resilience: what it is – and isn’t…
Next Article Cyber predictions for 2024: operational resilience on the agenda

Related Posts

An exploding digital padlock illustrates the requirement for post-quantum cryptography.

Research breakthrough brings reliable quantum computers and Q-day closer to reality

September 10, 2026
A danger sign on a digital background.

New blob URL phishing technique evades detection by using legitimate Microsoft services

September 10, 2026
AI risks

Unmanaged AI workflows expose EMEA organizations to rising compliance and data risks

September 9, 2026
City skyline at sunset with bright light trails and a translucent blue smart-city grid overlay and GPS pins indicating locations.

AI world models: future possibilities for organizational resilience?

September 7, 2026
DRJ and BCI logos

DRJ and BCI publish guidance for governing, managing, and using AI in resilience

September 7, 2026
Decision making with over whelming information.

AI can find the vulnerability. Accountability still sits with your crisis leadership

September 7, 2026
Advertisement
Resilience First
This week's most read articles
Under pressure: An egg cracking under pressure applied by squeezing clamps form the sides.

Managing scenario testing for operational resilience

May 16, 2024
COSO logo

New COSO ERM guidance aims to help organizations with practical implementation

May 12, 2026
Close-up of a green-brown iris peering through a jagged tear in dark paper or wall material.

The blind spots in business continuity

September 2, 2026
Latest resources
Digital Europe map with stars, symbolizing EU cybersecurity and technology.

ENISA releases guidance to help organizations develop successful cyber security exercises

February 19, 2026
Load More

Subscribe to Updates

Get our Resilience Updates newsletter.

Most Popular Feature Articles
Three dark coloured light bulbs on a black background illustrate the concept of The Dark Triad in Crisis Management.

The Dark Triad in crisis management

Five stage crisis management framework

A five stage framework for a crisis management process

Blue interconnected gears and network nodes symbolizing automation and complex machinery.

Agent zero – the 2028 digital pandemic

Latest Reports
A futuristic red warning alert icon with glowing exclamation mark.

Cloud Security Alliance publishes Hugging Face Incident Initial Post-Mortem

A person hold a building door open for a person behind who is tailgating to get unauthorised access.

Security Culture: A Strategic Capability That Builds Resilience in a Volatile World

An identity icon with a map marker on it, indicating the concept of identity as a target for attackers. The icon is on a generic IT background predominantly in black and orange.

Identity-based approaches dominate initial access for ransomware attacks

A promo box for an article about resilience governance.
© 2026 Resilience Forward
  • About Resilience Forward
  • Newsletter
  • Newsfeed
  • Advertise
  • Call for Papers
  • Contact
  • Privacy Policy and Cookie Use
  • AI Use Policy

Type above and press Enter to search. Press Esc to cancel.

Manage Cookie Consent
To provide the best experiences, we use technologies like cookies to store and/or access device information. Consenting to these technologies will allow us to process data such as browsing behaviour or unique IDs on this site. Not consenting or withdrawing consent, may adversely affect certain features and functions.
Functional Always active
The technical storage or access is strictly necessary for the legitimate purpose of enabling the use of a specific service explicitly requested by the subscriber or user, or for the sole purpose of carrying out the transmission of a communication over an electronic communications network.
Preferences
The technical storage or access is necessary for the legitimate purpose of storing preferences that are not requested by the subscriber or user.
Statistics
The technical storage or access that is used exclusively for statistical purposes. The technical storage or access that is used exclusively for anonymous statistical purposes. Without a subpoena, voluntary compliance on the part of your Internet Service Provider, or additional records from a third party, information stored or retrieved for this purpose alone cannot usually be used to identify you.
Marketing
The technical storage or access is required to create user profiles to send advertising, or to track the user on a website or across several websites for similar marketing purposes.
  • Manage options
  • Manage services
  • Manage {vendor_count} vendors
  • Read more about these purposes
View preferences
  • {title}
  • {title}
  • {title}
Manage Cookie Consent
To provide the best experiences, we use technologies like cookies to store and/or access device information. Consenting to these technologies will allow us to process data such as browsing behaviour or unique IDs on this site. Not consenting or withdrawing consent, may adversely affect certain features and functions.
Functional Always active
The technical storage or access is strictly necessary for the legitimate purpose of enabling the use of a specific service explicitly requested by the subscriber or user, or for the sole purpose of carrying out the transmission of a communication over an electronic communications network.
Preferences
The technical storage or access is necessary for the legitimate purpose of storing preferences that are not requested by the subscriber or user.
Statistics
The technical storage or access that is used exclusively for statistical purposes. The technical storage or access that is used exclusively for anonymous statistical purposes. Without a subpoena, voluntary compliance on the part of your Internet Service Provider, or additional records from a third party, information stored or retrieved for this purpose alone cannot usually be used to identify you.
Marketing
The technical storage or access is required to create user profiles to send advertising, or to track the user on a website or across several websites for similar marketing purposes.
  • Manage options
  • Manage services
  • Manage {vendor_count} vendors
  • Read more about these purposes
View preferences
  • {title}
  • {title}
  • {title}
Ad Blocker Enabled!
Ad Blocker Enabled!
Our website is made possible by displaying online advertisements to our visitors. Please support us by disabling your Ad Blocker.

Sign In or Register

Welcome Back!

Login to your account below.

Lost password?