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Know The Iso 22316 Organizational Resilience Management System Attributes
To assist you and your organization in improving resilience in a world that is always changing, the ISO 22316 standard explains the nature and scope of resilience. Resilience within an organization refers to its capacity to foresee, adapt to, and recover from unplanned events. As an international standard, it offers recommendations for enhancing organizational resilience regardless of the size and kind of public or private companies and makes no mention of the industry or sector. A greater knowledge of organizational resilience, its guiding principles, and the systems that enable it was the goal of ISO 22316's development.
Being ISO 22316 certified will provide you with the ability to work with your company to develop a distinctive culture that will allow you both to thrive even in the face of unanticipated events. Obtain the information required to more fully comprehend the stakeholders and interdependencies supporting strategic goals and objectives. You will be qualified to assist a company in enhancing its capability to detect and respond to dangers and opportunities. Undoubtedly, being able to spot vulnerabilities ...
... before they cause problems gives you a competitive edge in the market. The following attributes contribute to comprehending the ISO 22316 standard:
Structured approach: One of ISO 22316's biggest strengths is that it gives an organized approach to resilience. While businesses may have been on a more or less successful route to resilience (particularly those that have established an ISMS or BCMS by ISO 27001 or ISO 22301), the new organizational resilience guideline ISO 22316 documents provide concrete direction on what to do.
Principles: A few principles serve as the foundation for resilience. Let's look at two examples:
• All organizational members' behaviours must contribute to organizational resilience, and any passive or counter-productive behaviour must be avoided. This also implies that the workforce should be comprised of resilient individuals, with resilience being built from the ground up. If there is a significant level of absenteeism or if the workforce is battling against management, these are not behaviours that help organizational resilience.
• Diversity of skills is critical because new risks, challenges, and opportunities may arise from various areas inside the company or its surroundings. An organization's resilience can only be increased if management and the entire workforce have a 360° perspective on what is either harmful or potentially advantageous.
Attributes: Based on these fundamental principles, an organization should exhibit a variety of characteristics that will help it on its road to greater resilience. Let us take another look at two of the proposed qualities:
• Understanding the organizational context. This is critical in contributing to organizational resilience, not only in terms of risk management but also in finding opportunities.
• Continual improvement. Of course, remaining motionless means regressing. This is the reason that, unsurprisingly, ISO 22316 did not omit to specify this property. Users of systems management standards are familiar with this.
Activities: This approach's third level suggests a variety of actions that all contribute to the result, such as:
• Individual goals are to be united with the organization’s goals
• Clarity about the organization’s determination, which may need to be altered
• Follow up on innovative ideas
• Contemplate beyond current activities
Management disciplines: Last but not least, it is advised that an organization develop and improve a number of management disciplines. Information security and business continuity are two of them that we are already familiar with. According to ISO 22316, a variety of extra management disciplines should be fostered, e.g.:
• Environmental management
• Health and safety management
• Facilities management
• Quality management
• Financial control
• Risk management
Organizational resilience is also influenced by corporate information, customer trend tracking, and political, environmental, and regulatory considerations.
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