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Read More →Symbiant's Operational Resilience and Business Continuity software
Symbiant’s Operational Resilience and Business Continuity Management (BCM) Software strengthens your organisation’s ability to anticipate, withstand, and recover from disruption, all while learning and improving with every event. Designed for regulatory alignment and built for real-world use, it gives you the clarity, agility, and structure needed to protect customers, operations, and reputation.

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In recent years, operational resilience has become one of the most discussed topics in enterprise risk and compliance circles. The growing likelihood and impact of major shocks, from cyber incidents to geopolitical volatility, combined with regulatory scrutiny from bodies like the FCA, PRA, and Bank of England, has pushed operational resilience to the top of the corporate agenda.
At first glance, it might appear to be a new concept or simply a rebranding of business continuity management (BCM) and disaster recovery (DR). In reality, operational resilience builds on these established disciplines while expanding their scope and purpose.
The term resilience originates from the Latin word resilire, meaning to recoil or rebound. This captures the essence of resilience, the ability to bend without breaking, to absorb impact, and to rebound stronger.
Different standards provide complementary perspectives:
ISO 22316 (2017): Security and Resilience – Organisational Resilience, Principles and Attributes
“The ability of an organisation to absorb and adapt in a changing environment.”
Basel Committee on Banking Supervision (2021): Principles for Operational Resilience
“The ability of a bank to deliver critical operations through disruption.”
While ISO 22316 focuses on resilience in all organisational contexts, the Basel definition specifically addresses continuity within the financial sector — aligning closely with today’s FCA and PRA Operational Resilience Framework.
what resilience really means in practice.
The formal definitions highlight that resilience is not just about recovery; it’s about readiness, response, and reinvention.
In essence, operational resilience is the ability to absorb shocks, maintain critical operations, and adapt to a new normal — all while protecting customers, stakeholders, and reputation.
Unlike traditional business continuity management (BCM) or disaster recovery (DR), operational resilience takes a broader, enterprise-wide view. It connects governance, risk, and continuity across the organisation, ensuring that every part of the business contributes to stability and confidence.
Symbiant helps operationalise this vision by bringing risk, continuity, and compliance together in one connected GRC ecosystem.

Every resilient organisation builds around five interconnected pillars that turn strategy into action:
For example, in the face of a major event such as a cyber breach or earthquake:
Together, these principles ensure you can prepare, withstand, recover, and evolve — even under “severe but plausible” conditions.
A continuous cycle of prevention, response, and improvement.
Why resilience is now a strategic necessity.
Operational resilience has become a board-level priority due to:
With Symbiant’s Operational Resilience and BCM Software, organisations can strengthen each pillar, preventing disruption, managing impact, and demonstrating measurable resilience across all operations.

Focus on ensuring that critical services continue during and after disruption.
Depend on risk assessment, testing, and planning to minimise downtime.
Depend on risk assessment, testing, and planning to minimise downtime.
In other words, BCM and operational resilience share the same goal: maintaining confidence and continuity — even under pressure.
Two disciplines. One shared purpose: continuity and confidence.
While operational resilience and business continuity management (BCM) are often discussed together, they are not the same thing. Both aim to protect critical operations, but they approach resilience from different perspectives — one strategic, one operational.
Why resilience is now a strategic necessity.
| Aspect | Business Continuity Management (BCM) | Operational Resilience |
|---|---|---|
| Scope | Concentrates on internal operations, addressing physical or IT disruptions that affect the organisation’s ability to function. | Takes a broader, end-to-end perspective, considering how disruptions affect not only the organisation but also its customers, partners, and external stakeholders. |
| Focus | Primarily reactive, focused on recovery once disruption occurs through continuity and disaster recovery plans. | Proactive and preventative, designed to withstand, adapt, and evolve before and after disruption. |
| Integration | Often sits within individual business units, focused on internal dependencies and recovery times. | Integrates across the enterprise — linking risk, compliance, continuity, and third-party oversight for a unified resilience strategy. |
| Regulatory Context | Aligns closely with ISO 22301 and internal business continuity frameworks. | Aligned with FCA, PRA, and DORA operational resilience requirements, ensuring continuity of important business services (IBS). |
BCM is your foundation — operational resilience is your evolution.
Operational resilience doesn’t replace BCM — it enhances it.
It builds on continuity planning by adding prevention, adaptability, and stakeholder focus, helping organisations not just recover, but anticipate and evolve.
With Symbiant’s Operational Resilience and BCM Software, you can:
The result? Complete visibility, faster recovery, and a culture of resilience that protects your organisation and its reputation.

Why proactive resilience matters more than ever.
Many organisations still fall into the trap of optimistic bias, the belief that “it won’t happen to us.” This mindset leads to underinvestment in resilience and leaves businesses reacting to crises rather than preparing for them.
The cost of reactivity is enormous.
The World Economic Forum estimated that fighting COVID-19 cost 500 times more than pandemic prevention measures would have. In other words, every $1 spent on prevention saves $500 in recovery.
This principle applies universally: across supply chains, critical infrastructure, and digital ecosystems.
Governments and global corporations alike have recognised the need to rebuild resilience through strategies such as onshoring, supply chain diversification, and technological redundancy to avoid the cascading disruptions experienced during recent crises.

Resilience isn’t just smart — it’s a duty.
The risk management community has a critical role to play in addressing regression to the tail.
We must drive awareness, influence organisational investment, and help shift from reactive responses to proactive resilience-building.
This means:
The next era of risk management is not about predicting every event, it’s about building organisations capable of withstanding any event.
With Symbiant’s Operational Resilience and Business Continuity Software, risk managers gain the visibility, analytics, and automation needed to anticipate disruption, coordinate responses, and strengthen resilience — before it’s tested.

As operational resilience becomes a global priority, regulators across financial and critical sectors are introducing frameworks to ensure organisations can withstand, recover, and learn from disruption.
These frameworks share common themes — from third-party risk oversight and scenario testing to cyber resilience and governance — signalling a shift from reactive continuity to proactive resilience-by-design.
The UK has been the global pioneer in operational resilience regulation, driven by the Bank of England (BoE), Financial Conduct Authority (FCA), and Prudential Regulation Authority (PRA).
Operational resilience requirements came into effect in March 2022, with full enforcement in March 2025.
Firms must:
Additionally, the UK Corporate Governance Code’s Provision 29, effective from January 2026, reinforces the importance of operational resilience at the board level.
Provision 29 requires directors to monitor and assess the effectiveness of their company’s risk management and internal control systems — ensuring oversight of resilience is continuous, documented, and demonstrable.
Together, the FCA/PRA Operational Resilience Framework and Provision 29 establish a powerful foundation for risk visibility, governance, and accountability across UK organisations.
Operational resilience in the US is guided by multiple agencies, including the Federal Reserve, Office of the Comptroller of the Currency (OCC), and Federal Deposit Insurance Corporation (FDIC).
The SR 20-24 guidance (2020) consolidates best practices for strengthening resilience across governance, operational risk management, third-party oversight, and cybersecurity.
Key areas include:
Identifying dependencies on critical vendors.
Including them in continuity and recovery planning.
Conducting regular scenario analysis.
Aligning with the NIST Cybersecurity Framework for ICT resilience.
The Digital Operational Resilience Act (DORA), effective January 2023, is the EU’s comprehensive resilience framework for financial entities and ICT service providers.
DORA mandates:
Integration of ICT risk management into governance.
Incident reporting and resilience testing.
Maintaining a register of ICT third parties.
All firms must be fully compliant by January 2025.
DORA also requires critical ICT providers to have EU-based subsidiaries for regulatory oversight — reinforcing accountability and local control.
The Australian Prudential Regulation Authority (APRA) is strengthening its operational resilience focus through Prudential Standard CPS 230, coming into effect July 2025 – 2026.
CPS 230 replaces legacy continuity and outsourcing standards with a principles-based framework that requires:
Mapping of critical operations.
Enhanced controls management.
Resilient third-party arrangements.
Australia’s Security of Critical Infrastructure (SOCI) Act 2018 further complements this with requirements for categorising, registering, and securing critical infrastructure assets across cyber, physical, people, and supply-chain domains.
Other major jurisdictions are following suit, many aligning closely with UK and EU frameworks:
Singapore: The Monetary Authority of Singapore (MAS) embeds operational resilience principles in its Business Continuity Management (BCM) guidelines — emphasising dependency mapping, testing, and third-party resilience.
Hong Kong: The Hong Kong Monetary Authority (HKMA) issued resilience guidelines in 2022, requiring firms to map critical operations and complete resilience testing within three years.
Canada: The Office of the Superintendent of Financial Institutions (OSFI) released E-21 Operational Risk and Resilience guidelines in 2024, focusing on third-party risk, cyber resilience, and continuity — closely mirroring UK and Basel principles.
One of the biggest risks to operational resilience success is treating it as a new, standalone process — or worse, simply rebranding existing business continuity or disaster recovery plans.
Both approaches create confusion, duplication, and silos.
To build a truly resilient organisation, operational resilience must be integrated within your Enterprise Risk Management (ERM) framework.
This ensures that risk, resilience, and governance all flow through a single connected system — delivering better insight, efficiency, and board-level alignment.
By embedding operational resilience into your existing ERM framework, you:
| Feature | Enterprise Risk Management (ERM) | Operational Resilience |
|---|---|---|
| Link with Strategy and Objectives | ERM starts with corporate strategy and objectives — identifying risks that could prevent their achievement. | Resilience begins with understanding how objectives and services affect stakeholders, ensuring continuity of delivery. |
| Important Business Services (IBS) | Risks are assessed based on how they may disrupt critical processes that support strategic goals. | Identifies and maps important business services to critical sub-processes that directly impact customers and partners. |
| Risk Assessment | Risks are evaluated using indicators, metrics, and assessments to understand likelihood and impact. | Maps and assesses the resilience of key resources — people, systems, and suppliers — to determine overall operational health. |
| Continuity and Incident Management | BCM, DR, contingency, and incident management are part of the ERM response cycle. | Uses those same plans to validate whether operations remain within defined impact tolerances during resilience testing. |
| Scenario Analysis / Stress Testing | Scenarios are used to test how severe events affect objectives and processes. | Applies the same scenarios to resilience maps to ensure tolerances are met under stress. |
| Issues and Actions Management | Identifies, tracks, and resolves control failures and emerging risks. | Highlights resilience gaps, assigns actions, and tracks remediation progress to completion. |
| Cyber Risk and Security | Cyber risk forms part of enterprise-level risk registers and mitigation plans. | Cyber incidents are treated as critical disruptive scenarios within resilience mapping and testing. |
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