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Squared Apples
Discussion Papers

What is Organisational Resilience?

Number
1

Aaron Gracey
Managing Director
Squared Apples
Please Note:

This discussion paper is a document written and published in order to stimulate

reflection, consideration and debate on the key themes of interest and concern within the
UK industry on the topic of building organizational resilience.

This is the first in a series of papers planned to be published by Squared Apples which
will be hosted on the Resilience Repository located on the Squared Apples website,
which will be freely accessible to practitioners and researchers.

It is important to note that the opinions and issues raised within this paper are those of
the author, based on academic research and personal experience within the UK Armed
Forces and UK Industry. This paper does not constitute any formal direction or doctrine
and its contents are not to be regarded as an expression of policy or guidance on behalf
of Squared Apples.

For further information on this paper or a desire to submit an article to be held within the
Squared Apples repository, please contact:

Aaron Gracey
Squared Apples
E: squared.apples.uk@gmail.com
 What is Organisational Resilience?
Introduction

Within the UK the subject of Organisational Resilience has become an emerging discipline, though
there is still confusion and little consensus on the definitioni across industry sectors. While there
has been more than four decades of collective research on the concept of resilience globally, it still
has different aspects to individuals in different fields. A number of discrepancies in the meaning of
the concept arise from different epistemological angles and the following methodological practicesii.
Research conducted by Braes and Brooks in 2010 identified that the term resilience had been
used with increasing popularity across many disciplinesiii, though it is also used liberally in
organisationsiv.

Within the UK, public organisations assume cross-sector roles in managing large scale crises, be
they homeland based or further afield orientated. Government bodies such as the Ministry of
Defence (MoD), Department for International Development (DfID) or the Foreign and
Commonwealth Office (FCO) focus on further afield, while the Cabinet Office, Home Office and
local governments focus on predominately home based issues. Supporting the resilience of the UK
are the organisations which manage the Critical National Infrastructure which maintains the
strategic functioning capability of the UK through the management of energy production, oil, major
transport nodes and public healthv.

Traditionally resilience is viewed as the qualities that enable the ability of the community, services,
area or infrastructure to detect, prevent, and, if necessary to withstand, handle and recover from
disruptive challenges,vi though the term is also used in the fields of engineering, biology and
psychiatry. Engineers apply the concept to materials and technical systems, biologists study
resilience in life systems and psychiatrists seek to understand the resilience of individuals and their
interaction with social systemsvii. In essence, resilience is broadly defined as the capacity to
resist and recover from lossviii. Though it was used by Holling in 1973 to describe an ecological
concept, it has since been adapted by a number of academics who have sought to apply it to
organisations in an attempt to identify a means to create more sustainable business models and
understand the capacity that organisations and people have to manage their own support and how
needs and services can be matched.ix
Building an Understanding of Organisational Resilience

Seeking to set the direction for the study and development of organisational resilience, in 2007
Vogus and Sutcliffe defined resilience as: The maintenance of positive adjustment under
challenging conditions such that the organisation emerges from those conditions strengthened and
more resourcefulx. It is also important to study how the British military understand resilience, as
under the National Security Strategy (NSS 2010) the threat to the UK resilience was from More
complex range of threats from a myriad of sources. Terrorism, cyber-attack, unconventional
attacks using chemical, nuclear or biological weapons, as well as large scale accidents or natural
hazards any one could do grave damage to our countryxi.

The document, along with the Strategic Defence and Spending Review (SDSR), aimed to
describe how we will equip our Armed Forces, our police and intelligence agencies to tackle
current and future threats as effectively as they dealt with those of the pastxii.

In their research, Buckle et al describe resilience as The capacity of a person, group or system to
withstand loss or to recover from lossxiii. This is similar to that which Braes and Brooks champion;
they support the definition of resilience as that of the Oxford dictionary the quality or fact of being
able to recover quickly or easily from, or resist being affected by, a misfortune, shock, illness etc;
robustness; adaptabilityxiv Charlotte Newnham, from Price Waterhouse Cooper (PWC) also
utilises the definition from the Oxford dictionary a year later in her MSc Paper which states that:
the ability of a substance or object to spring back into shape, or the capacity to recover quickly
from difficulties; toughness.xv

These definitions still adhere to the thought process that an organisation recovers from or resists
the impact of a shock or a disruptive event by how it reacts. This is a reactive disposition which is
also present in business continuity management; the ideal situation would be for an organisation,
through business intelligence and market analysis to identify possible trends and adjust its stance
accordingly, mitigating a disruptive event through proactive awareness, workforce adaptability and
strategic agility. These capabilities would be supported through robust management, incident
response and recovery practices and a well-defined and followed continuous improvement
process.
Why Do We Need to Develop Organisational Resilience?

In recent years organisations have become increasingly focused on their ability to identify and
react to oncoming crisesxvi, either through the slow burning performance issues, also known as
creeping crisesxvii or the large scale shocks through market forces, man-made events or
environmental impacts. Being able to react effectively to unfolding crises is complicated as
planning is based on initial assumptions based on historical evidence, limited information and
personal experience. The UK Governments view in 2010 was that resilience encompassed
activities that aimed to prevent, protect and prepare for natural hazardsxviii, though there is no
mention of man-made events. Given the increased threat of malicious events this raises concerns
of the analysis conducted within the interdependencies of communities and organisations and the
ensuing impact of a man-made crisis, such as Buncefield or the 2008 financial crisis.

In 2002 the UK suffered from the Foot and Mouth epidemic, forcing the culling of thousands of
livestock; in 2003 the government was faced with a national fire-strike. Both events forced the
deployment of the armed forces to manage the situations and support the continued running of
services. Both events had severe impact on a number local and national businesses. In 2007 the
United Kingdom witnessed exceptional flooding, with the country experiencing the wettest summer
since recorded records beganxix with over 55,000 properties flooded, 13 fatalitiesxx and the armed
forces deployed to assist local councils. Transport networks failed and the 2007 floods that
occurred in the UK were ranked as the most expensive in the world xxi, with the insurance industry
paying out in excess of 3 billionxxii, causing the countrys largest peacetime emergency since
World War IIxxiii. In 2009-10 and 2012-2013 the country suffered extensive periods of exceptional
cold weather, and in the winter of 2013 14 the country was struck by heavy winter storms and a
severe tidal surge on the East Coast. History indicates that severe weather is bad for the economy,
with the UKs GDP falling by 0.6% in the last quarter of 2010 and most of this being attributed to
the effects of the weatherxxiv. This equated to 280 million a day being lost from the UK
economyxxv. This continued threat to UK resilience was highlighted in the National Security
Strategy (NSS) which sought to understand the magnitude of change within the political and
natural environment and the impact on the utilisation of the military capabilities. The NSS
concluded that there was the identification for the need to build a far greater relationship across
government departments and industry for better resilience:

We all have a part to play in keeping the country safe be it from terrorists, cyber-
attack or natural disasters.xxvi
The larger issue caused by the winter weather was the identification by central government of the
lack of resilience within the transport sector, key infrastructure providers and local communities,
with businesses put out of trading for monthsxxvii. There was the identification that there was still a
perceived requirement by the public that the military were the only real organisation capable of
responding to a national crisis. This was created by the poor level of senior leadership within
responders, with the Pitt Review highlighting that within organisations:

Change will only happen with strong and more effective leadership across the board,
with a need to be much clearer about who does what and be willing to work together
and share informationxxviii.

The importance of a proactive leadership framework is critical to the development of a resilience

culture within an organisation. This leadership will enable the development of the correct culture of
the company, focusing it to the vison that was created to support the reason for the existence of
the organisation. In turn this provides the core structure, through high level strategy, cultural
guidance, behaviours, policy and identity, which enables the creation of a cohesive response
across the entity when faced with a disruptive event. This is demonstrated within the NSS, where
the concept is identified and promoted. There was the acceptance and clear guidance that, at
State level, the Government:

Must also be ready at any time to deal with the possibility of major natural hazards or
accidents and be resilient in handling and recovering from their effects.xxix

Organisational Resilience Within the Transport Sector

After the impact of the 2007 floods, there was a strategic direction given that resilience plans
across the transport sector needed to be reviewed and updated. Directions were given across the
sector to address the failings identified within the Pitt report. While amendments had been made to
the situation on the transport sector resilience plans for 2010, research identified that the relevant
organisationsxxx were still found to be lacking in capability. This situation resulted in another House
of Commons reportxxxi seeking to identify the issues that caused a failure to respond effectively to
the cold weather and the resulting situation it caused.

The report identified the UK Railway infrastructure and airports were poorly prepared for the
situation, indicating that the impact was greater on Heathrow due to its status as an international
hub airport.xxxii There was also the lack of information to the transport sectors key stakeholder, the
travelling public, who, during the situation, received poor guidance and advice from all areas of the
transport sector, which was also raised in the report:

Inadequate information provision was raised by witnesses as an issue for rail, road and
air travellers during December 2010. A related issue was passenger welfarexxxiii.

The cold weather of January 2013 also caused severe issues for airports, challenging the
resilience procedures being put in place since 2010. Severe snow and wind conditions closed
Heathrow to numerous flights over a period of four days. Investigations and witness reports also
indicated a poor level of passenger welfare and information.xxxiv

In 2011 research by Bhama, Dani and Burnard identified that resilience based literature has been
conceptual, focusing on developing a static knowledge base for the area through establishing the
fundamental concepts. Further research also indicated that there is little consistency in its use in
the terms of Organisational Resilience and a lack of common understanding as to the essential
concepts prevail. This confusion is evident in Dr David Smiths paper for the Institute of Business
Continuity Management, in which he seems to confuse Organisational Resilience with Corporate
Security. His work indicates that to obtain Organisational Resilience, an organisation only needs to
develop a unified Business Continuity Management System (BCMS) to develop resilience, an
approach which is in conflict to that of the Resilient Organisations group based at Canterbury
University, New Zealand. Braes and Brooks highlight the cause as: Resilience has become a
widely used term (that) has resulted in some re-badge ideas and claims of processes,
management systems, computer software and measurements tools.

The document, along with the Strategic Defence and Spending review, aimed to describe how we
will equip our Armed Forces, our police and intelligence agencies to tackle current and future
threats as effectively as they dealt with those of the pastxxxv.

By design the NSS 2010 sought to develop a multi-agency approach to the security and resilience
of the UK, seeking to integrate the capability of the armed forces with the local knowledge of police
forces and the skills of the intelligence services. By all intent and purpose it was utilising the painful
lessons learned in developing community and organisational resilience in the campaigns of Iraq
and Afghanistan and identifying how to increase UK resilience basing it on this foundation. It
sought to re-create a comprehensive approach to UK resilience.
Organisational Resilience within the Business Sphere

Within the Business Space there is confusion among professionals about what Organisational
Resilience is and how to develop and manage it. It is interesting to note that the previously
mentioned definitions from the Oxford dictionary referred to by Braes and Brooks and Newnham
described resilience as a means to develop a bounce back capability through robustness and
recovery. There is little in the way of bouncing forward, or in the part of a living organism or an
organisation, the ability to learn. It is this issue which could help understand why there is the
confusion that resilience is a new name for business continuity; business continuity seeks to
recover from the incident, similar to how resilience is defined by the two separate dictionary
entries. Newnham argues that these views are incorrect and that resilience should be considered
in light of: psychological, social and ecological resilience and how that resilience capability
encompasses a natural adaptation to environmental change.xxxvi

This is in contrast to the definitions that Dr Smith, the Cabinet Office and those referenced from the
Oxford dictionary, which lean more towards a comparison to the practice of Business Continuity.
This issue was also reflected in the 2010 Torrens Resilience Institute paper which identified that a
drive for leanness and better efficiency had resulted in brittle and vulnerable organisations. The
approach promotes the desire to drive down costs to clash with the desire to avoid and/or manage
risks, meeting savings through efficiencies which places an organisation at risk through the
removal of redundancy within the company if it suffers a disruptive event which affects staff
capability or performance. In that paper it described Resilience as something very similar to
Business Continuity:

..the ability of something or someone to cope in the face of adversity to recover and
return to normality after confronting an abnormal, alarming, and often unexpected
threat. It embraces the concepts of awareness, detection, communication, reaction
(and if possible avoidance) and recovery.xxxvii

This paper built upon the previous work of the New Zealand based research group Resilient
Organisations. In 2007 it published a report on a Resilience Management Framework which
identified that there was an intrinsic relationship between organisational resilience and improving
the resilience of communitiesxxxviii. Based on a study of organisations within New Zealand, it
sought to define a framework to enable the identification of factors which assisted or hindered the
development of organisational resilience. In comparison to the work of the Torrens Institute, the
recently written British Standard BS65000:2014 Organisational Resilience, identifies that
Organisational Resilience is the Capacity of an organisation to anticipate, and respond and adapt
to, incremental change and sudden shocks in order to survive and prosper;xxxix

This is a different approach to the Torrens Institute, which seeks to have an organisation Bounce
Back to normality after contending with the disruptive event. The BSI document seeks to indicate
that the organisation should seek to Bounce Forward; adapting to the impact the situation has
caused, learn the lessons of the post mortem of the crisis and develop the internal mechanisms to
protect from it in the future. The Torrens definition is more grounded in a business continuity
approach, while that of the BSI seeks to conduct a continuous improvement mentality to the
disruptive event, seeking to learn, develop and obtain a positive result from a potentially negative
situation. The BSI approach is also echoed by Dr Chang-Richards who indicates that The dynamic
nature of resilience, however, requires organisations to make constant investment effort to
achieve maximum potential resilience given the circumstancesxl.

The Europeaid Resilience workshop in 2011xli identified that by putting an emphasis on prevention
and preparedness, rather than on response, through learning, it would help tackle the underlying
causes of disastersxlii. This supports the approach of the BSI document, rather than their own
definition, where learning is a key element of developing Resilience. In 2014 the UK Emergency
Planning College (EPC) also included the term Bounce Forward, stating that the definition or
Organisational Resilience was:

The ability to detect, assess, prevent and where necessary respond to and recover
from disruptive challenges of all types. Organisational resilience differs from traditional
concepts of solely achieving business continuity, but seeks to create thinking, services
and capabilities to not just bounce back (continuity), but to bounce forward (continuity
and adaptabilityxliii)

In contrast to above, Boin, Comfort and Demchak refer to an organisation as being resilient, which
seems to indicate that organisational resilience is a state that can be achieved definitely, whereas
the Business Continuity Institute stated in a research paper that organisational resilience was a
conceptxliv . The BSI BS:65000 Organisational Resilience standard indicates that in essence
resilience is a capability, an organisational mind-state and as such is not a definite line in the sand
that an organisation can state it has achieved if that organisation seeks to develop a culture of
continuous improvement. An organisation can identify certain criteria that is required to meet to
indicate it has a level of resilience, but it cannot definitely state it is resilient, as it is unaware of the
events which may strike it in the future. As the future changes, so does the risks and threats to an
organisation, from both internal and external factors. This mentality is reflected in the revised UK
Civil Contingencies Act in 2004 indicated the need to have greater flexibility within UK National
Resilience in order to deal with known and unknown risks, and to maintain a national capability to
function and adapt to the impact of disruptive events. The EPC definition also brings in the
suggestion that thinking and adaptability are key to the development of organisational resilience,
whereas the earlier definitions focus more on practice and procedures seeking to recover back to
normality (continuity) rather than the ability to adapt, recover, and change from reviewing the
events to obtain an advantage over competition (continuity and adaptability).

So What does It all Mean?

Research has shown that the requirement to understand how to build and manage resilience has
become a priority within the business worldxlv. Pressures on organisations in all the UK sectors
during the impact of the 2008 financial crisis, with the UK GDP falling by 1.5% in the 4th quarter of
2008 and the nation officially falling into recessionxlvi, have forced the requirement of businesses to
evidence performance and manage risks and relevant controls to mitigate the impact of these
potential disruptive eventsxlvii. Performance pressures, poor incident response and strategic
decision making errors may help to explain why there is a drive to identify a strategic approach to
managing resilience. While processes such as Business Continuity, Incident Response,
Emergency Planning and Crisis Management enable a company to recover from a disruptive
event, they are tactical processes which do not promote a strategic proactive capability
development, as each operates within a distinct environment within an organisation. Organisational
Resilience involves dealing with disruption with a clear intent, coherence and resourcing. It
requires a combination of maintaining continuity, building long-term viability against strategic
change and the external environment.xlviii

Organisational Resilience provides the strategic capstone to the cost avoidance functional areas
such as business continuity and risk management by providing a direct link to the performance
functional areas of the business. By linking the Risk and threat trends analysis to staff
development, the organisational culture and achieving the business vision organisational resilience
brings together the cost avoidance business elements and the performance elements into a single,
co-habiting ecosystem, with each supporting the other. Rather than relying on the use of lagging
indicators to track the changes to the business through the application of cost avoidance
procedures, organisational resilience offers the potential to utilise leading indicators, advising a
company of its weakness prior to a disruptive event from occurring. Thus organisational resilience
moves the action away from being reactive, instead enabling proactive preparation, development
and targeted investment. The development of organisational resilience also delivers a wider benefit
to the community the company operates within. There is an intrinsic relationship between
organisational resilience and improving the resilience of communitiesxlix. By predicting and
preparing for crises, organisations can limit the impact not only onto the workforce of the
organisation, but also to the community that it is operating within, as well as the supporting supply
chain and the end consumer.

Conclusion

During the first 15 years of the 21st Century, there have been a number of key events which have
impacted heavily on the resilience of the UK industry base. Unlike the previous decade, the ever
increasing desire to become globally linked, relying on a supply chain reaching around the globe,
results in companies facing new risks and threats to their resilience and ability to operate
effectively during disruptive events. The events of 2008 with the financial crisis, or 2014 2015
with the downturn of oil prices, or the destabilizing of the Eastern European region all impacted on
UK industry. The ongoing humanitarian crisis that is being witnessed across the Middle East, risks
destabilising the European Market, while the increase in large scale terrorist events have damaged
the freedom of movement enjoyed for a number of years across the European region. With
numerous disruptive events occurring across the traditional areas that influence the UK market,
industry and commerce entities require organizational resilience now more than ever.

Organisational resilience is a strategic mindset which is focussed on a people centric approach to

deliver strategic agility through effective leadership and the development of a proactive culture,
supported by positive behaviours, governance and the fusing of cost avoidance, human resource
development and performance functions to create a firmly knitted together entity which operates as
a system of systems. This loose coupling approach guided by an adaptive leadership enables an
organisation to flex and morph, maintaining a strategic capability to adapt to the changing
environment caused by long term change or a sudden strategic shock. It is this strategic capability
which will enable an organisation to maintain performance and competiveness during a crisis.
Through the nurturing and development of a resilience culture, it will develop a natural agility and
ability to absorb strategic change through staff education, development and proactive contingency
planning at all levels.
Endnotes:

i
Newnham C., (2012) Gold Or Dust? Creating Resilient Organisations: Predicting a leaders propensity for behaviours that create
organisational resilience, MSc Paper, Cranfield University, p.17
ii
Zhou, H., Wang, J., Wan, J. and Jia, H., (2010), Resilience to natural hazards: a geographic perspective, Natural Hazards Journal, Vol
53, Issue 1, pp 21-41, downloaded from www.link.springer.com/article/10.1007/s11069-009-9407-y on 03 December 2014.
iii
Braes B., and Brooks D., (2010) Organisational Resilience: A Propositional Study to Understand and Identify the Essential Concepts,
Edith Cowan University, Australian Security and Intelligence Conference 2010,p.14, accessed online on 12 March 2014.
iv
Ibid, p.14.
v
Cabinet Office (2010) Strategic Framework and Policy Statement on Improving the Resilience of Critical Infrastructure to Disruption
from Natural Hazards, Natural Hazards Team, Civil Contingencies Secretariat, Cabinet Office, London, p.8
vi
Cabinet Office Civil Contingencies Secretariat Lexicon 2013, p.66
vii
Boin A, Comfort L. K., and Demchak C. C., (2010) Designing Resilience: Preparing for Extreme Events, University of Pittsburg Press,
p.7.
viii
Zhou, H., Wang, J., Wan, J. and Jia, H., (2010), Resilience to natural hazards: a geographic perspective, Natural Hazards Journal, Vol
53, Issue 1, pp 21-41, downloaded from www.link.springer.com/article/10.1007/s11069-009-9407-y on 03 December 2014.
ix
Buckle P., Marsh G. and Smale S.s (2001) Assessment of Personal & Community Resilience and Vulnerability, Report: EMA Project
15/2000, on behalf of Emergency Management Australia.
x
Vogus and Sutcliffe (2007), 3418.
xi
UK Government, (2010): A Strong Britain in an Age of Uncertainty, The National Security Strategy, p.3.
xii
UK Government, (2010): A Strong Britain in an Age of Uncertainty, The National Security Strategy, p.3.
xiii
Buckle P., Marsh G. and Smale S.s (2001) Assessment of Personal & Community Resilience and Vulnerability, Report: EMA Project
15/2000, on behalf of Emergency Management Australia, p.5.
xiv
Braes B., and Brooks D., (2010) Organisational Resilience: A Propositional Study to Understand and Identify the Essential Concepts,
Edith Cowan University, Australian Security and Intelligence Conference 2010,p.14, accessed online on 12 March 2014, p.16
xv
Newnham C., (2012) Gold Or Dust? Creating Resilient Organisations: Predicting a leaders propensity for behaviours that create
organisational resilience, MSc Paper, Cranfield University, p.18
xvi
Stephenson A (2010) Benchmarking the Resilience of Organisations, p.5
xvii
Rusaw A.C. and Rusaw . F., (2008) The Role of HRD in Integrated Crisis Management: A Public Sector Approach, Advances in
Developing Human Resources Journal, April 2008, 10:380. Accessed at www.adh.sagepub.com/content/10/3/380 on 15 Dec 2014.
xviii
Cabinet Office (2010) Strategic Framework and Policy Statement on Improving the Resilience of Critical Infrastructure to Disruption
from Natural Hazards, Natural Hazards Team, Civil Contingencies Secretariat, Cabinet Office, London, p.7
xix
Pitt Review, 2008, p. ix.
xx
Pitt Review 2008, p. ix.
xxi
Pitt Review, 2008, p.ix; NSS p.16
xxii
Pitt Review, 2008, p. ix.
xxiii
Pitt Review, 2008, p. vii
xxiv
House of Commons Transport Committee Tenth Report of Session 2013 2014, Ready and Waiting? Transport preparations for
Winter Weather, The Stationary Office, 03 January 2014, p.6.
xxv
House of Commons Transport Committee: Keeping the UK Moving: The Impact on Transport of the Winter Weather in December
2010, published May 2011, p.3.
xxvi
NSS, (2010) foreword
xxvii
Pitt Review 2008, p.x.
xxviii
Pitt Review, 2008, Ibid, p.x.
xxix
NSS p.14
xxx
Rail, Airways, Airport authorities and the Highways Agencies
xxxi
House of Commons Transport Committee: May 2011.
xxxii
House of Commons TC May 2011, p.3
xxxiii
House of Commons TC May 2011, p.3
xxxiv
House of Commons Transport Committee, January 2014, p.6.
xxxv
UK Government, (2010): A Strong Britain in an Age of Uncertainty, The National Security Strategy, p.3.
xxxvi
Newnham C., (2012) Gold Or Dust? Creating Resilient Organisations: Predicting a leaders propensity for behaviours that create
organisational resilience, MSc Paper, Cranfield University, p.18.
xxxvii
McAslan A., (2010) Organisational Resilience: Understanding the Concept and its Application, Torrens Resilience Institute, Adelaide,
Australia, p.7
xxxviii
McManus S., Seville E., Brunsdon D & Vargo J., Resilience Management: A Framework for Assessing and Improving the
Resilience of Organisations, Resilient Organisations Programme, 2007. P.ii.
xxxix
British Standards Institute BS 65000:2014(draft) Organisational Resilience, p. 5
xl
Dr. Alice Chang-Richards, Dr. John Vargo and Dr. Erica Seville, (2013) Organisational Resilience to Natural Disasters: New Zealands
Experience, China Policy Review (English translation), Volume 10- 2013, pp 117 119, downloaded from www.resorgs.org.nz. On 10
Sept 2014, p.4
xli
Europeaid: The Road to RESILIENCE: Converging Actors, Integrating Approaches, strategic workshop report, Brussels, Nov 2011.
xlii
Europeaid: The Road to RESILIENCE: Converging Actors, Integrating Approaches, strategic workshop report, Brussels, Nov 2011,
p.4
xliii
Coutts R., (2014) Building Organisational Resilience presentation, Emergency Planning College, accessed online on 25 March 2014.
xliv
Cockram D and Van Den Heuvel C., (2012), Crisis Management What is it and how is it Delivered? Business Continuity Institute
Partnership, p.5.
xlv
Cerullo V and Cerullo M.J (2004) Business Continuity Planning: A Comprehensive Approach, accessed at www.ISM-Journal.com on
12 May 2014; Atkins D.A., et al, (2011) Roads to Ruin The Analysis; A Study of Major Risk Events, AIRMIC; SteelHenge Crisis
Management Conference Post Conference Report (2013), downloaded from www.steelhenge.co.uk accessed Sept 2013; Hamel G. and
Valikangas L., (2003) The Quest For Resilience, Harvard Business Review, downloaded from www.hbr.org/2003/09/the-quest-for-
resilience, accessed on 15 October 2013;
xlvi
University of Liverpool, The Financial Crisis of 2007 / 2008 and its impact on the UK and other Economies, accessed at
www.higherlearning.ac.uk on 04 Sept 2015.
xlvii
British Standards Institute (2013), BS11200 Crisis Management, BSI, p.10.
xlviii
BSI (2014) BS65000: Organisational Resilience, p.3.
xlix
McManus, Seville et al (2007) Resilience Management: A Framework for Assessing and Improving the Resilience of Organisations,
Res Orgs, p.ii.