Most firms initiated a dedicated programme to prepare for the then new regulation, putting operational resilience front and centre for senior management and the board of directors. Since the starting point of such programmes, gaps were highlighted but also many synergies with other ongoing initiatives were spotted. Cyber resilience initiatives are one great example of such gaps and synergies: by focusing on making IT more resilient, end-to-end business workarounds (such as manual processes) were starting to lag behind.
Three trends emerged on the market:
- Pushing for rationalisation and its key success factors
- Establishing maturity models to drive continuous improvement
- Only starting to focus efforts on resilience culture and mindset
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