ABSTRACT
This chapter continues the argument from Chapter 16, but focuses on business implications. It examines the final aspects of the DescartesR system – the specification, cost estimation and performance-shaping factor analysis of a series of resilience countermeasures. System users are supported by these to begin their journey back from risk-based resilience to business reality. Showcasing the heuristic reasoning tools that assist in crafting their decisions and recommendations, we demonstrate how these tools facilitate this business case creation and its communication. The final outcome, the BOSCARD technique, is considered the most appropriate complexity reduction format for translating the resilience reasoning chain into transparent objectives – objectives which are then subject to the normal scrutiny of a business case. The chapter concludes by visiting the actual business outcomes in this case, demonstrating how these exemplify the trade-off between risk-based resilience and live operations, an example of the risk appetite construct in action. The quality and integrity of the reasoning of the teams here vastly outstrip anything that could be offered by an industry standard approach to risk-based resilience. The cost is an appetite for complexity – requiring multiple disciplines, team and individual reasoning and an intentional fusion of heuristics with pragmatic business data.
