ABSTRACT
This chapter further focuses on the nature of an infrastructural design for a risk-based resilience system to apply to the triple context of supply, value and reputation. To achieve this, the system needs to match more clearly the infrastructures of that triple context as they are expressed in the live operating business. Their infrastructure can be described in eight interlinked components (strategic alignment; resolved governance; aligned operating; holistic tools and training; efficacy measurement; audited business value; failure mode identification; and environmental factor mitigation). Using these requirements as design criteria would mean that the value proposition of a risk-based resilience system would be strategically valid. This validity, in effect, is only possible when the reasoning chain of resilience is in a formal relationship with the business strategy in a similar way to the supply, value and reputation chains. The focus of the system should be to create a resilience culture by being formally linked to decision quality, behavioural outcome, professional competence and strategic impact. Without this it is in danger of being ineffective at controlling the quality of the reasoning. Once again the two key mediators of effectiveness are seen to be tolerance for complexity and coherent business materiality.
