Boards should view resilience as a strategic capability—not just a compliance exercise—by focusing on whether the organization can continue creating value through disruption.
Directors should challenge management to clearly define the company’s “crown jewels” and ensure resilience investments are aligned to protecting the business capabilities that matter most.
Boards should expect an integrated, enterprise-wide view of resilience that connects cyber, third-party, continuity, operational, and financial risks to strategic priorities.
Resilience reporting should move beyond activity metrics and dashboards to decision-ready insights that show where risk is changing, where dependencies are concentrated, and where investment is needed.
As AI adoption accelerates, boards should ask how management is continuously monitoring evolving risks, protecting critical data and capabilities, and building safeguards into innovation strategies.
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