Being resilient isn't just about the tech, nor is it limited to preparation of a plan. The quality of your organisations management has a lot to do with your organisations predisposition to failure during times of turbulence, shock or sudden change. In very simplistic terms, leadership is about inspiring your people to achieve what

The effects of the COVID-19 pandemic are unfolding at a scale and pace unseen in modern times, sweeping across the globe causing panic, speculation, volatility and uncertainty. Four hours seems like a long time between updates on infection rates, deaths, containment and evolving government response initiatives. Social distancing efforts are in full force (albeit

Human factors have long been a key vulnerability when considering cyber and information security risks. Your organisations information and I.T. infrastructure may now be more vulnerable than ever. You need to be cognisant of the fact that your people may lose their normal sense of cyber security awareness, through a preoccupation or concern with

The sheer notion of whistleblowing immediately strikes an unsavoury chord with most people. Polarising figures such as Julian Assange and Edward Snowden have perhaps become two of the most recognisable whistle-blowers of our time. Their actions have shed new debate on the concepts of integrity, secrecy, privacy and public interest. At work, people have mostly

Decision making in the face of adversity is an important component of any operational resilience programme. Decisions made during all phases of an incident life cycle have the potential to significantly influence the outcome (both positive and negative) experienced by an organisation exposed to an unfolding disruption scenario. For decision making to be most effective,