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British Standard, BS65000(2014) defines "organisational resilience" as "ability of an organization to anticipate, prepare for, and respond and adapt to incremental change and sudden disruptions in order to survive and prosper."〔http://shop.bsigroup.com/ProductDetail/?pid=000000000030258792〕 In recent years, a new consensus of the concept of resilience emerged as a practical response to the decreasing lifespan of organisations〔http://www.amazon.co.uk/Upside-Turbulence-Seizing-Opportunity-Uncertain/dp/0061771155/〕 and the from key stakeholders, including boards, governments, regulators, shareholders, staff, suppliers and customers to effectively address the issues of security, preparedness, risk, and survivability. # Being resilient is a proactive and determined attitude to remain a thriving enterprise (country, region, organization or company) despite the anticipated and unanticipated challenges that will emerge; # Resilience moves beyond a defensive security and protection posture and applies the entity’s inherent strength to withstand crisis and deflect attacks of any nature; # Resilience is the empowerment of being aware of your situation, your risks, vulnerabilities and current capabilities to deal with them, and being able to make informed tactical and strategic decisions; and, # Resilience is an objectively measurable competitive differentiator (i.e., more secure, increased stakeholder and shareholder value). An organization that realizes the benefits of the above definitions of resilience will have a high likelihood of maintaining a successful and thriving enterprise. Previously, it was considered that 'organisational resilience' could only be generated from processes and functions such as Risk Management, Business Continuity, IT Disaster Recovery, Crisis Management, Information Security, Physical Security and so on. These are recognised as key contributors to operational resilience, and “the positive ability of a system or company to adapt itself to the consequences of a catastrophic failure caused by power outage, a fire, a bomb or similar” event〔(Resilience ). Wiktionary.〕 or as "the ability of a () to cope with change".〔Wieland, A. & Wallenburg, C.M. (2013): The influence of relational competencies on supply chain resilience: a relational view. International Journal of Physical Distribution & Logistics Management. Vol. 43, No. 4, pp. 300-320.〕 However, research from many academics including as Hamel & Valikangas in the Harvard Business Review,〔https://hbr.org/2003/09/the-quest-for-resilience〕 Boin, Comfort & Demchak〔http://www.amazon.co.uk/Designing-Resilience-Preparing-Extreme-Events-ebook/dp/B0084FAQ84/ref=sr_1_1?ie=UTF8&qid=1430227936&sr=8-1&keywords=boin+comfort+demchak〕 and research facility ResOrgs〔http://www.resorgs.org.nz/〕 has influenced understanding and lead to new viewpoints on resilience, including that from the BSI Group,〔http://shop.bsigroup.com/ProductDetail/?pid=000000000030258792〕 being developed by ISO,〔http://www.iso.org/iso/home/store/catalogue_tc/catalogue_detail.htm?csnumber=50053〕 the Australian government,〔http://www.organisationalresilience.gov.au/resources/Pages/default.aspx〕 ResOrgs,〔http://www.resorgs.org.nz/〕 ICSA,〔https://www.icsa.org.uk/shop/books/solutions-series/building-a-resilient-organisation-icsa-solutions〕 and professional services firms such as PwC,〔http://www.pwc.com/resilience〕 all of which recognises that processes and functions are but one element of an organisation's resilience web. == The Importance of Organizational Resilience == Global turbulence is expected. Competition, instability and uncertainty are constants in a changing world. Organizations face an unprecedented and growing number of potential disruptions to the status quo and the best laid strategic plans. As history repeats itself, prominent organizations will fail unless modern risk management and governance models incorporate scalable resilience metrics. To survive and prosper in this new environment of heightened uncertainty and change, organizations must move past traditional risk and governance models and focus instead on resilience. Resilience applies at all levels: national, regional, organizational and corporate. At the national level, major infrastructure concerns and societal institutions must be robust enough, and unencumbered by legal and regulatory constraints, to serve the national good in normal operations, in crisis, and in recovery. At the regional levels, specific infrastructure assets come together in highly interdependent ways to serve local constituents and be a part of a national infrastructure. At the organizational and corporate level (which owns or operates the vast majority of our critical infrastructure assets), individual companies and operating units must ensure their business operations and service delivery capacities remain able to perform their primary business functions. 抄文引用元・出典: フリー百科事典『 ウィキペディア（Wikipedia）』 ■ウィキペディアで「Resilience (organizational)」の詳細全文を読む スポンサード リンク
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