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This chapter examines the key issues around organisational resilience – what it means for organisations, and the key elements they need to consider if they are looking to increase the ability of their operations to withstand challenges in their environment. Organisations have always had to adapt to changes in their environment, whether as a result of market-based, political, regulatory or technological developments. However, the pace of change and the number and frequency of external shocks, such as the global financial crisis, the COVID-19 epidemic, war and increasing nationalism, inflation, labour shortages, cyber-security threats and environmental crises have increased over recent years. Whilst some of these events could have been foreseen, in that they emerge relatively slowly, such as increasing nationalism, other crises, such as the COVID-19 pandemic could not have been readily anticipated, both for the speed at which it occurred, but the significant impact it had on people and organisations. Clearly, many of these events can have severe consequences not only for society but also for organisations, potentially threatening their survival. Hence organisations are increasingly recognising the need to be both more aware of potential threats or even opportunities by constantly monitoring their environment, but also creating contingency or mitigation plans to become more resilient to such change and shocks. By becoming more aware of changes in their environment and incorporating risk evaluations and mitigation plans into strategy and regular business planning cycles, organisations can become more adaptive and agile to respond more quickly and robustly to such events. Whilst it is not possible to fully mitigate all risks to the organisation, increased resilience can reduce the severity or longevity of negative impacts or support the organisation to seek opportunities from change.

This chapter introduces the concept of overall organisational resilience, and then discusses some more functional areas of resilience: operational, financial, technological, reputational and institutional. The chapter concludes with a consideration of the effects of building greater organisational resilience and what organisations should consider when evaluating where to start on such a journey.

Purpose: The availability of resilient energy infrastructure and services is crucial to achieving sustainable development goals. However, defined and trustworthy definitions of resilience exist solely for engineering and energy systems, particularly in the industrialised world or metropolitan systems. However, no universally accepted definition considers the distinctive characteristics of rural regions in developing economies. To define resilience for rural power systems in developing countries, this chapter synthesises many perspectives on resilience, energy systems, and rural environments.

Methodology: It draws on extensive literature assessments on resilience, particularly concerning energy systems and rural areas, as well as other pre-existing frameworks.

Findings: To account for the unique challenges of electricity supply in rural developing nations, a comprehensive ‘Rural Power System Resilience Framework’ is introduced, including technical, economic, and social resilience.

Social implications: To better understand the elements contributing to the stability of electricity grids in developing nations and rural areas, this resilience framework may be utilised by global markets, system owners and operators, government officials, non-governmental organisations, and communities.

Originality: Through establishing this framework, this study sets the path for developing suitable and ‘effective resilience standards’ tailored for implementation in these rural areas, with the ultimate goal of facilitating the fulfilment of achieving domestic and worldwide sustainability objectives.

The global higher education (HE) sector is increasingly becoming more competitive and has experienced a significant amount of transformation. Within the last 20 years changes occurred within legal frameworks, governing funding schemes, quality assurance systems and apprenticeship programs for industry across a widening range of HE provisions that support the upskilling of the workforce. This chapter shows that, higher education institutions (HEIs) are constantly seeking alternative ways of developing and consolidating new financial streams (partnering with other HEIs, geographical growth and portfolio development) that allow a sustainable development while maintaining high quality standards. The chapter shows that governments and experts believe enterprise-wide risk management (EWRM) can help HEIs reduce risk but also shows that it is not widely implemented in the HE sector.

This chapter critically discusses the implementation of EWRM in the context of a private HEI case study example with the purpose of ensuring business continuity and sustainable growth, while maintaining and enhancing quality standards. The importance of EWRM is discussed and illustrated through the case study research approach where the author analyzes the importance of risk management starting from preparation to program evaluation. This case study review provides a comprehensive and detailed answer as to how adoption of EWRM has been applied through adopting an international standards approach and utilizing the improvement cycle of preparation, plan, do, check and act. The chapter aligns well with the scope of the book as it provides theoretical and practical insights related to EWRM which is very important in assisting HEI governors and leaders in developing resilient and competitive educational establishments.

Cities evolved into quite complex urban systems. The rigid management process must reflect the complexity of the current political, social, and economic environment. With the vast city growth, citizens experience new difficulties – traffic congestion, pollution, immigration, overcrowding, and inadequate services.

In our research, we analyze problems and benefits that occur with the growing complexity and offer a new concept considering every city as a live and constantly developing complex adaptive system of many participants and actors that operate in an uncertain environment. These actors (residents, businesses, transport, energy, water supply providers, entertainment, and others) are the main elements of city life.

The new concept of “Smart City 5.0” is based on a previously developed model of Smart City 4.0 (compared with Industry 4.0) and implements the Urban Digital Ecosystem, where every element can be represented by a smart agent operating on its behalf. It is shown that smart services can interact vertically and horizontally in the proposed ecosystem, supporting competition and cooperation behavior based on specialized network protocols for balancing the conflicting interests of different city actors.

The chapter describes the design principles and the general architecture of the Urban Digital Ecosystem, including the basic agent of smart service, protocols of the agent’s negotiation, the architecture, and basic principles Smart City knowledge base.

The developed evolutionary methodology of implementation will ensure a minimum of disruptions to city services during its transformation into an urban ecosystem to harmoniously balance all spheres of life and the contradictory interests of different city actors.

Digital technologies provide an opportunity for the rail sector to achieve social, economic and environmental sustainability, if implemented correctly. Unlocking the full potential of technology, however, will require significant changes beyond the technological. Physical assets will need to link with digital assets, making best use of data, simulation and modelling. Transformational leadership informed by systems engineering will be necessary to deliver the change process required to innovate across the whole railway life cycle. Each of these digital railway elements – technology, data, simulation, transformational leadership and systems engineering – presents challenges to be overcome. The authors believe that by instilling core values alongside technical expertise, by being open, resilient, responsive, customer-centric and valuing people, the digital railway has the power to transform the sector. It will enable improved railway processes; safer, faster and more reliable trains; better customer experience; cost-effectiveness; and reduced carbon emissions and more. The digital railway will not just realise the current vision but form the foundation for a sustainable railway to meet changing mobility needs well beyond 2050.

The 2030 United Nations Agenda has framed Sustainable Development Goal 9 around eight targets outlined in Resolution A/RES/71/313 (U.N. General Assembly, 2017). The purpose of this chapter is that the lectors, without much previous knowledge on SDG9, understand the fundamental concepts involved in each of the eight targets. Multiple discussion points emerge when reflecting on the nature of these concepts and others emerge when reflecting on them in the industry settings. The first section of this chapter covers issues concerning resilient infrastructure. Resilient infrastructure is related to targets 9.1, 9.4, and 9.a. This concept needs to cope with extreme natural events potentially associated with global warming and climate change. The second section focusses on the importance of technological innovation in the context of targets 9.5 and 9.b. In a business domain, innovation allows to strengthen industrial competitiveness and increases corporate sustainability. The third concept covered in this chapter is the Information and Communication Technology that is a key to understand target 9.c. Last but not the least, two essential ideas are discussed: Inclusive and sustainable industrialisation and financial services, which are fundamental elements in target 9.2 and target 9.3. In a certain way, it is possible to conclude that both concepts integrate all previous conceptions.

Due to its high leverage nature, a bank suffers vitally from the credit risk it inherently bears. As a result, managing credit is the ultimate responsibility of a bank. In this chapter, we examine how efficiently banks manage their credit risk via a powerful tool used widely in the decision/management science area called data envelopment analysis (DEA). Among various existing versions, our DEA is a two-stage, dynamic model that captures how each bank performs relative to its peer banks in terms of value creation and credit risk control. Using data from the largest 22 banks in the United States over the period of 1996 till 2013, we have identified leading banks such as First Bank systems and Bank of New York Mellon before and after mergers and acquisitions, respectively. With the goal of preventing financial crises such as the one that occurred in 2008, a conceptual model of credit risk reduction and management (CRR&M) is proposed in the final section of this study. Discussions on strategy formulations at both the individual bank level and the national level are provided. With the help of our two-stage DEA-based decision support systems and CRR&M-driven strategies, policy/decision-makers in a banking sector can identify improvement opportunities regarding value creation and risk mitigation. The effective tool and procedures presented in this work will help banks worldwide manage the unknown and become more resilient to potential credit crises in the 21st century.

Being resilient is often equated with the capability to return to a state of normalcy after individuals and organisations face unprecedented challenges. This chapter questions the notion of ‘normalcy’ in complex and ongoing turbulence as experienced variously in diverse cultural and sectoral contexts. In theorising organisational resilience and associated transformation, it draws on insights provided by a microfinance institution (MFI) operating in the Philippines. The chapter details its efforts to transform business in light of experience gained in frequent and overlapping emergency conditions (including COVID-19) to create a new level of resilience in its clients and itself. For clients, the goal is often to self-manage loss associated with socio-economic development and for the organisation, to stabilise and cordon the investment needed to support clients survive and move on from the relatively constant adverse impacts of disasters. Published accounts of such experience and insights provided by board members and the President illustrate the nature of transformational resiliency strategies planned, including changes to the business model around provision of micro-insurance services and strategic adaptation of digital services aligned with the organisation's mission. A model of ‘practical resiliency in emergency conditions’ details the culture of resiliency adopted, demonstrating how stakeholders gain confidence and opportunity to practice resilient behaviours in emergency contexts. It highlights the significance of cultural consistency across purpose, values and capability to create an adequate level of trust and certainty across stakeholders to support transformational resiliency behaviours in shifting and dynamic ecosystems.

Advances in Artificial Intelligence (AI) technologies and Autonomous Unmanned Vehicles are shaping our daily lives, society, and will continue to transform how we will fight future wars. Advances in AI technologies have fueled an explosion of interest in the military and political domain. As AI technologies evolve, there will be increased reliance on these systems to maintain global security. For the individual and society, AI presents challenges related to surveillance, personal freedom, and privacy. For the military, we will need to exploit advances in AI technologies to support the warfighter and ensure global security. The integration of AI technologies in the battlespace presents advantages, costs, and risks in the future battlespace. This chapter will examine the issues related to advances in AI technologies, as we examine the benefits, costs, and risks associated with integrating AI and autonomous systems in society and in the future battlespace.