Longevity in business shows growth, productivity, strength and success. There are many theories out there about how companies can make themselves resilient. BSI recently hosted a roundtable with Management Today where we spoke to senior executives on their understanding about Organizational Resilience, and practices they have put in place to ensure a strong and growing organization.

Some of the key areas of discussion covered include:

• What does Organizational Resilience mean to your organization and how it can affect your organization
• How to encourage being resilient without any negative connotations
• What they have learnt from their past experiences to becoming resilient
• Importance of effective communication
• How Organizational Resilience has to be set and led from the top

There have been numerous management papers on how and why companies should embrace resilience in order to protect themselves from growing business threats. But ‘Organizational Resilience’ – in the sense of the term we use here at BSI – is based upon a much broader view of resilience as a value driver for organizations, enabling them to perform robustly over the long term. Our recently published Standard BS 65000, defines Organizational Resilience as “the ability of an organization to anticipate, prepare for, respond and adapt to incremental change and sudden disruptions in order to survive and prosper. We at BSI have our own definition of Organizational Resilience stemming from three fundamental elements of Product Excellence, Process Reliability and People Culture. However you see the future of your company, our approach to Organizational Resilience can help you cultivate your experience, embrace your opportunities, and pass the test of time.