Global shocks such as the COVID-19 pandemic, vulnerable supply chains, geopolitical tensions and an ever-growing wave of cyber threats have ushered in a new era of risk management. Traditional risk management – identifying threats and attempting to avoid them – is no longer sufficient. Organisations must now be equipped to endure, recover and above all, evolve. This capability is known as resilience.
Why resilience matters to every organisation
In a recent conversation between Granite experts Jukka Mäkitalo and Kasper Kälviäinen, resilience was explored not as a theoretical ideal but as a practical necessity. “Resilience is not about returning to how things were, but about adapting to how things are,” Kälviäinen summarised, underlining that renewal is the true measure of recovery.
Mäkitalo emphasised that crises are no longer exceptions – they are a constant feature of today’s environment. The question is not whether something will happen, but when and how we respond. In this context, resilience is not optional. It is essential.
What builds operational recovery capability?
The foundation of resilience lies in identifying the organisation’s critical operations and understanding the potential impacts of disruptions. This is the essence of business impact analysis (BIA). Once these essential functions are recognised, continuity planning can begin. But plans alone are not enough, testing and rehearsal are equally vital.
The human element is central. In times of crisis, it is people who execute responses. If employees are unsure what to do or fear making mistakes, even the most detailed plans will falter. Psychological safety, trust and the freedom to act are key pillars of true resilience. Technology supports the effort, but it is people who deliver it.
Practical tools and perspectives for developing resilience
Mäkitalo cited Dwight D. Eisenhower: “Plans are nothing, planning is everything.” Plans may fail in the moment, but the process of planning builds the mental readiness to adapt.
“Exercises reveal blind spots when there is no pressure, and mentally prepare us for the moment when there is,” he reflected.
At Granite, tools have been developed to support sector-specific asset catalogues, continuity planning and scenario exercises. For example, a scenario such as a denial-of-service attack or IT failure can be mapped with specific recovery actions, assigned responsibilities and communication strategies. These tools introduce structure and scalability. Their true value is realised when documentation and drills translate into real-world readiness.
How continuity planning and scenario analysis strengthen resilience
Continuity planning and scenario analysis bring resilience into sharp focus. They help identify the most likely and most impactful risks, and enable organisations to prepare appropriately. Exercises often uncover gaps long before a crisis occurs. As Kälviäinen noted, the challenge may be as simple as not knowing who holds the key to a locked door.
“Resilience is not just about preparing for doomsday scenarios. It might be knowing who has the keys when a critical door is locked.”
Scenarios allow organisations to rehearse both recovery and communication. While no two crises are identical, patterns emerge: first responses, assigned roles, initial communications. Rehearsal builds confidence even for the unexpected.
Resilience as part of organisational culture
One of the strongest themes of the discussion was cultural resilience. It is not just about plans or platforms, but about values, ways of working and team cohesion. A resilient organisation doesn’t throw anyone under the bus. It does not fall apart under pressure – it unites. Communication, leadership and human care are woven into the daily fabric of resilient culture.
Summary: What did we learn?
The message from Mäkitalo and Kälviäinen was clear: crises will come, and we must be ready. Resilience is not a static document, but an ongoing capability built through planning, rehearsal and human focus. A resilient organisation not only survives crises, it becomes stronger through them.
Resilience is the ability to endure, recover and evolve in the face of disruption.
Recovery is built on planning, practice and psychological safety.
Continuity planning and scenario analysis are key tools for resilience.
Technology enables resilience, but people deliver it.
Cultural resilience ties together processes, values and team spirit.
As Eisenhower put it: plans may change, but the planning itself prepares us to adapt in changing situations.
Interested in a Demo?
Granite’s experts would be happy to show how our tools can support your organisation’s resilience. Don’t hesitate to get in touch.
