In the face of multiplying crises — health-related, geopolitical, climatic, or digital — an organization’s ability to absorb shocks and recover has become a major competitive advantage.
This concept of operational resilience is now a top priority for executive leadership.
It is extended and complemented by organisational resilience, understood as an organisation’s capacity to adapt to major changes or crises while continuing to pursue its strategic objectives. This involves making key structural decisions during “peace time” — for example, regarding a supply chain, industrial organization, work arrangements, or financial structure — with resilience as a design objective, in certain cases to the point of balancing against performance goals. In other words, resilience « by design ».
We are involved in the analysis phases of the Business Continuity Management (BCM) process, using an approach combining process analysis, risk assessment and strategic support.
The BIA is the first step in any BCM process and aims to :
We analyse disruption scenarios, by cross-referencing the vulnerabilities identified in the BIA with threats specific to your context.
The concept of “scenario” used in BCM/resilience differs from traditional risk management (ERM); it is broader and focused primarily on impacts and vulnerabilities, rather than causes and events.
This analysis allows priorising business interruption or disruption cases to be addressed and target effective levers for action.
Based on these elements, we help your organisation to:
Assessing and strengthening your Business Continuity Management approach
Arengi assists organisations in reviewing their Business Continuity Management (BCM) system. This evaluation provides an objective view of the maturity level, highlights achievements, and identifies areas for improvement to enhance the overall robustness and resilience of the organisation.
Objectives :
Benefits :
A tool for internal dialogue, engaging operational teams and management