The BCI has released its annual survey-based Operational Resilience Report, which shows that operational resilience seems to be gaining ground.
Overall, 70.9% of surveyed organizations have an operational resilience programme or project. A further 9.7% are in the process of developing one. The report says that growth is evident among organizations not currently subject to regulation, underscoring the broadening recognition of operational resilience as an organizational priority. However, regulation and peer pressure seem to be stronger drivers than simply acceptance of the benefits of operational resilience. Of the following top five reasons for the development of an operational resilience programme, three are related to external drivers, with less than a third of respondents undertaking operational resilience for the direct benefits it offers to the commercial prospects of the organization or for the benefits it brings to customers:
The top five reasons for the development of an operational resilience programme:
- For good practice purposes: 65.4%
- Regulatory requirement: 64.0%
- Industry requirement: 36.5%
- Commercial and or customer benefit: 31.3%
- To be prepared for incoming regulation: 26.7%
Who is responsible for operational resilience?
At a strategic level the c-suite takes the lead on operational resilience, with the top three job titles of the person with overall accountability for operational resilience being:
- 21.5% Chief Executive Officer
- 21.5% Chief Operating Officer
- 11.8% Executive Director
Operationally, few organizations (12.9%) have a dedicated Operational Resilience Manager, and it is more common for operational resilience to be implemented by a Business Continuity Manager (19.7%). In 17.4% of organizations responsibility is held by the Head of Resilience.
Challenges in operational resilience implementation
The report highlights the top five major challenges to implementing operational resilience as being:
- Not having the headcount and/or staff time to implement a realistic policy: 48.5%
- Embedding operational resilience into the fabric of the organization: 46.9%
- Getting critical third-party suppliers to comply with regulations: 45.1%
- Understanding, monitoring, and managing supply chain risks: 40.4%
- Addressing legacy infrastructure: 40.1%
The Operational Resilience Report 2025 is sponsored by Riskonnect.
