Operational resilience is the adaptability of an organisation to maintain its business services in the face of (turbulent) internal or external changes or events. It is related to, but different from Business Continuity: Operational resilience concerns measures in normal day-to-day processes, whereas Business Continuity prepares for and deals with disruptive events (i.e., disasters and crisis). Operational resilience is gaining importance with the increasing dependency of consumers on digital services, and with the increasing – business strategic as well as regulatory – focus on customer experience. Operational resilience of many organisations is put at test during the COVID-19 crisis, where enduring crisis modus is becoming a new normal – for example in Working from home.
Speaker: Mirna Bognar
In my presentation I will present a practical approach for implementing operational resilience. The approach is based on Google’s Hierarchy on reliability and regulatory developments in UK and EU, but contains a twist in terms of ability to monitor, ability to respond, ability to learn, and ability to anticipate.
I will address the following topics:
- Setting the operational resilience targets for business services: examples of operational resilience targets and measurement models, relation with IT assets
- Controls regarding ability to monitor: monitoring strategies for business services and IT assets
- Controls regarding ability to respond: responding to operational incidents/issues in business services and IT assets
- Controls regarding ability to learn: problem management/root cause analysis
- Controls regarding ability to anticipate: resilience-by-design measures in business service design, IT architecture, or operations such as testing resilience, release procedures, capacity planning etc.
The focus in the presentation is on how to define “good controls” that will steer to meeting the operational resilience targets.