BSI's model for Organizational Resilience is built upon a century of experience and tens of thousands of client interactions around the world. It distils the requirements for Organizational Resilience into three essential elements: product excellence, process reliability, and people behavior.

These three elements
combine to provide the
customer with the best
possible overall experience.
A business that achieves
this consistently over time
will not only build customer
loyalty, but also trust and
long-term relationships with
all its stakeholders.

While there are many business functions that would benefit from a focus on resilience, BSI identifies three domains today that are critically important in achieving Organizational Resilience in both large and small companies:

A resilient organization has a fullunderstanding of how it is run andthe environment in which it operates.This includes identifying operational improvements across its products/services and processes in order to meet the needs of its customers overtime, through to how an organization values its people and governs itself. It requires demonstrable evidence that the organization is not complacent and is always challenging itself to improve performance and grow sustainably.

As supply chain networks increasingly span continents and become more complex, the ability to quantify and mitigate supply chain risks through out the procurement, manufacturing,transportation and sales lifecycle is paramount. Organizations need to identify the critical risks to minimize disruption and help protect global operational, financial and reputational exposures.

In today’s world, organizations mustbe trusted to safeguard sensitive information. A resilient organization must manage its information– physical, digital and intellectual property – throughout its lifecycle, from source to destruction. This requires the adoption of information security-minded practices that allow stakeholders to gather, store, access and use information securely and effectively.

BSI's Organizational Resilience model is deliberately drawn as a positive feedback loop, with process excellence driving up product quality, indivisibly linked to the people culture of an organization. This process of continual improvement is at the heart of long-admired management doctrines such as Kaizen or Six Sigma, as well as being embedded in BSI's own practice of making excellence a habit. Habitual excellence is at the heart of resilience, but this heart needs to power muscular business characteristics.

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