The BCI has published its Continuity & Resilience Report 2025, an annual study tracking shifts in the profession and the current state of practice.
The report highlights a profession in transition, with organizations increasingly differentiating between business continuity and resilience. Nearly half (45.5%) of respondents now see resilience as a distinct discipline, often embedded as a standalone function and, in some cases, led by a dedicated resilience manager reporting directly to the board. This reflects a broader shift from compliance-driven business continuity programmes toward resilience as a strategic capability.
At the same time, business continuity appears to be returning to its operational roots. The role of the business continuity manager is now balanced between strategic and operational work, but with a growing emphasis on testing, exercising, and maintaining recovery plans. Practitioners increasingly view resilience as the ‘umbrella’ function, while business continuity provides tactical measures when disruptions occur.
Leadership engagement remains a critical factor. While 28.6% of organizations already have a board-level resilience appointment, 42.3% of respondents want such a role but feel internal support is lacking. Encouragingly, more organizations are providing both financial and resource backing for resilience efforts compared to previous years, though uneven adoption persists.
The skills profile of modern practitioners is also evolving. Problem-solving (87.5%) and process orientation (87.1%) are now the most valued traits for business continuity managers, complemented by communication, collaboration, and empathy. Resilience managers, by contrast, are expected to demonstrate strategic vision, risk-taking, and authority to influence business outcomes.
