By 2030, resilience managers will need to combine strategic thinking with operational skills, as the role becomes more complex. That’s according to the Business Continuity Institute’s (BCI) inaugural Vision 2030 report, sponsored by F24 which offers emergency and mass notifications software.
The document, drawing on the Institute’s business continuity and resilience members, offers foresight, on the future of the resilience profession. Covered are the value and skills of resilience, and technology. The report foresees stronger cross-functional collaboration (such as with cyber, IT disaster recovery, and governance of emerging technologies like AI), and a broader emphasis on soft skills. Most of those surveyed do not foresee their roles rising higher within hierarchies or leading much larger teams. The report argues that business continuity and resilience are no longer just about avoiding losses; they also create measurable business value (such as, faster recovery times). A need for stronger performance indicators is raised in the report; a third of organisations have not yet implemented any specific performance indicators of resilience.
Tools for the job
Tools to aid the job are likely to include, the report suggests, AI-driven predictive risk management; scenario simulation and planning software; and real-time analytics and dashboard solutions for risk monitoring. While the report authors found enthusiasm for technology was widespread, those surveyed emphasised the importance of tailoring tools to a business’ size and context. Most of those surveyed agree with the idea of a Chief Resilience Officer (CRO).
CRO
The context will matter, the document stresses, whether broader global developments or the sector that a CRO works in. One model might be ‘champions’ brought from across the organization to support resilience. A CRO could be accountable for business continuity, cyber, operations and supply chain management; and serve as a ‘unifying figure’, and have oversight of frameworks. As for difficulties, one raised is how to keep pace with increasingly complex and costly technology, particularly given the integration of AI tools. Nor should resilience be equated with IT disaster recovery, the document stated. Barriers to doing resilience listed by the document include ‘cultural resistance, outdated plans, underestimated risks, and structural complexity’. The report sums up: “Ultimately, the problem is less about the resilience strategies themselves and more about how effectively they are understood, supported, and embedded throughout the business. Real change requires not just better tools and resources, but a fundamental cultural and leadership shift that positions resilience as essential to long-term success.”
What they say
Maria Florencia Lombardero Garcia, Thought Leadership Manager at the BCI, said: “Vision 2030 marks a bold step ahead for the resilience profession, shining a light on a future where resilience is not just about withstanding disruption, but about unlocking potential, driving innovation, and building stronger, more adaptive organisations.”
You can download a copy of the report free, after registering on the BCI website. Visit https://www.thebci.org/resource/bci-resilience-vision-2030-report-.html.
