The Organizational Resilience Handbook audiobook cover - A Practical Guide to Achieving Greater Resilience

The Organizational Resilience Handbook

A Practical Guide to Achieving Greater Resilience

Graham Bell

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Personal DevelopmentCorporate CultureCareer & SuccessManagement & Leadership

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The Organizational Resilience Handbook
Core Philosophy+
Racing Toward Risk (Mercedes F1)+
Coming Back from Disaster (BP)+
ORCM Framework: Vertical Axis (Features)+
ORCM Framework: Horizontal Axis (Behaviors)+
Applying the ORCM Model+

Quiz — Test Your Understanding

Question 1 of 6
How do modern resilient organizations differ from traditional organizations in their approach to disruption?
  • A. They build larger stockpiles of resources to weather unexpected storms.
  • B. They actively seek out disruption and transform it into a competitive advantage.
  • C. They rely heavily on crisis management consultants to minimize public relations damage.
  • D. They focus strictly on bouncing back to their original state as quickly as possible.
Question 2 of 6
What does the practice of 'horizon scanning' entail for resilient companies?
  • A. Focusing strictly on optimizing the typical one-to-three-year operational planning window.
  • B. Reviewing past failures to assign blame and improve strict compliance protocols.
  • C. Looking beyond standard planning windows to anticipate long-term changes that could reshape entire industries.
  • D. Monitoring immediate competitors' quarterly financial results to adjust pricing strategies.
Question 3 of 6
Under Toto Wolff's leadership, what is the Mercedes Formula One team's philosophy regarding risk?
  • A. Minimizing all exposure to prevent costly and spectacular failures.
  • B. Taking blind risks to outpace more conservative competitors.
  • C. Outsourcing high-risk operations to specialized engineering contractors.
  • D. Understanding and accepting calculated exposure.
Question 4 of 6
What counterintuitive lesson about resilience does BP's response to the Deepwater Horizon disaster illustrate?
  • A. True resilience means returning to the pre-crisis state as quickly as possible.
  • B. The most resilient response to a crisis is often using the disruption to evolve into something entirely new.
  • C. Accountability for safety should be strictly outsourced to specialized external contractors.
  • D. Relying on external PR consultants is the most effective way to restore trust without disrupting internal operations.
Question 5 of 6
In the Organizational Resilience Capability Model (ORCM), what does the 'Personality' feature on the vertical axis represent?
  • A. The tactical capabilities and crisis management expertise of the staff.
  • B. The measurable proof of resilience, such as stable financial performance.
  • C. The unique organizational DNA, culture, and identity that shape how a company responds to a crisis.
  • D. The inherent financial and structural resources that allow an organization to absorb shocks.
Question 6 of 6
According to the horizontal dimension of the ORCM, which concept acts as an organization's 'sensory system' to detect weak signals and vulnerabilities?
  • A. Direction
  • B. Awareness
  • C. Approach
  • D. Learning

The Organizational Resilience Handbook — Full Chapter Overview

The Organizational Resilience Handbook Summary & Overview

The Organizational Resilience Handbook (2020) offers a thorough exploration of organizational resilience, advocating for a comprehensive approach focused on strategic risk. Presenting a deep strategic methodology, it empowers practitioners to cultivate resilience within their organizations and formulate strategies that enhance resilience capabilities at every level.

Who Should Listen to The Organizational Resilience Handbook?

  • Senior executives and board members preparing their organizations for the future
  • Entrepreneurs building business models that can withstand changing conditions
  • Business consultants and advisors looking for proven methodologies to help clients build resilience 

About the Author: Graham Bell

Graham Bell is a consultant and trainer with 30 years of international experience across multiple sectors, specializing in resilience and mitigating business risks. His expertise is recognized through his fellowships at institutions such as the Institute for Strategy, Resilience & Security (ISRS) at University College London (UCL) and the Institute of Strategic Risk Management (ISRM).

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