CEO Perspectives on Organisational Resilience. Attorney-General’s Department, Commonwealth of Australia. Kay, R. and Goldsplink, C. (2012).

A research paper on the perspectives of 50 plus CEOs from critical and non-critical infrastructure organisations in Australia, with a view to developing a research agenda.

Key Points:

  • Different Concepts of Resilience:
    • The research found that Organisational Resilience was diversely understood, falling into three distinct categories:
      • An effective business as usual capability – a necessary first step, but not an ideal.
      • The ability to change and adapt – a fundamental ability in responding to disruptions.
      • The ability to actively shape the environment of the organisation – a track record of creating the environment in which the organisation operates.
  • Activities and Stakeholders that support resilience:
    • CEOs felt the following were important activities, ranked in order of frequency of mention: Scenarios and simulations; Training; Communication; Strategic Planning; Compliance Checking; Agreements with stakeholders; and Business Continuity Planning.
    • The key stakeholders to engage with to support organisational resilience were considered in order of mention as: HR Department; The Board; All staff; Business Continuity; Technical specialists; Members of an industry association; Overseas leadership; and Compliance.
  • The paper highlights in depth a number of qualities and characteristics that the participating CEOs felt necessary for Organisational Resilience.
  • Trust:
    • All of the central characteristics of Organisational Resilience could be condensed down to trust and was ultimately considered as having a central role.
    • Furthermore, the emergent nature of trust was seen as its most key feature.