The key to improving "Lesson Learnt" is for an organisation to promote a culture of continuous learning and to improve from scenario testing and actual incidents.
It is essential to improve and communicate remediation and vulnerabilities after scenario testing.
Lessons learnt in Operational Resilience by an organisation before and after an operational disruption should include the following:
After implementing the OR program, an organisation can still experience a disruption or outage in a critical business service.
This can be due to an unpredictable "black swan" event, such as the COVID-19 pandemic, CrordStrike outage, unidentified interdependencies, or "black spots" within the organisation.
These may be some good documents to refer to in your organisation:
In addition to the learning described above, the business landscape will continue to shift, requiring reassessment of threats and challenges, as well as impact tolerances, each year.
Hence, there is a need to continually learn and improve operational resilience. This includes defining the current and desired positions, and identifying steps to close the gap between them.
Improving and communicating lessons learned is crucial for continuously enhancing operational resilience and fostering a culture of learning.
The following steps should be taken:
Overall, by the completion of Stage 5, "Improve Lesson Learnt" of the “Implement” phase of the Operational Resilience Planning Methodology, the professional will have demonstrated the skills and knowledge to:
By completing this phase, OR professionals will help build a more resilient and adaptable organisation prepared to withstand and recover from disruptions.
| Definition | Explanation | Definition | ||
| Critical Business Service |
Defining critical business services at the correct scope level is vital. The challenge is not to be either too granular or not granular; either approach would create excessive work: a detailed drill-down or an overly high level, leaving the OR gaps unmanageable. |
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Internal and Underpinning Services are NOT Business Services |
Differentiate business services into three categories: business, internal, and underpinning services. Internal service and underpinning services are NOT business services. |
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| Levels of Harm |
Defining levels of harm, especially "intolerable harm", is crucial to supporting the identification of Important Business Services. The challenge is that the threshold for intolerable harm and the potential consequences of a disruption for individual stakeholders and customers are unclear. |
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| Time Criticality |
Time-criticality is often the most significant indicator when assessing the "intolerable harm" caused to customers and stakeholders by a disruptive event. One of the most crucial considerations is the long-term nature of fulfilling the committed obligation to deliver products and services. |
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| Scenario Testing: Business Continuity Vs Operational Resilience |
Scenario testing as part of business continuity and disaster recovery often focuses on short-term disruptions posed by technology failures or the unavailability of people, processes and infrastructure. For operational resilience, scenario testing builds and demonstrates an organisation's capacity to anticipate, prepare for, respond to, and adapt to incremental changes and sudden shocks (external disruptive events) in its operating environment. |
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| Internal and External Communications |
The ability to communicate effectively is paramount during disruptive events. Built robust internal and external communication strategies to allow organisations to act quickly and effectively to reduce potential harm. |
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| Identify Important Business Services | Map Processes and Resources |
Set Impact Tolerance |
Conduct Scenario Testing | Improve Lesson Learnt | |
To learn more about the course and schedule, click the buttons below for the OR-3 Blended Learning OR-300 Operational Resilience Implementer course and the OR-5 Blended Learning OR-5000 Operational Resilience Expert Implementer course.
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