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Operational resilience: proving the service can stay within tolerance

Operational resilience: proving the service can stay within tolerance

A resilient operating model shows up in daily practice, not in a policy binder, a business continuity plan or a disaster recovery document. It is the operating design that keeps a firm's most important services running, or brings them back within an agreed tolerance, once disruption hits.

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Operational resilience · Operating model · Third-party risk · Delivery

Operational ResilienceOperating ModelFinancial Services

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Summary

Regulators and boards increasingly expect firms to understand which services matter most, what level of disruption can be tolerated, which dependencies support those services, and what evidence proves the service can remain within tolerance during severe but plausible disruption.

That requires more than business continuity planning. It requires a target operating model that connects service ownership, process design, technology, data, third parties, locations, controls, testing, remediation and board reporting.

The firms that manage resilience well produce evidence through normal management. The firms that treat resilience as an annual documentation exercise struggle to prove readiness when disruption, audit or regulatory scrutiny arrives.

This paper sets out how banks, insurers, asset managers, wealth firms, superannuation and pension funds, market infrastructure firms and energy trading businesses can move from resilience documentation to service-centred operating capability.

What this paper covers

  • How a resilient operating model works around critical services, dependencies and impact tolerances.
  • The difference between operational resilience, business continuity, disaster recovery, technology resilience and third-party resilience.
  • What regulators and boards now expect across the UK, Australia and the EU.
  • How important business services, critical operations and tolerance levels differ.
  • How to map services across people, process, technology, data, locations and third parties.
  • Why fourth-party and concentration risk are often missed.
  • How to design testing, evidence and governance.
  • Common weaknesses and remediation priorities.
  • Where Capmark can help.

Who should read this

This paper is for COOs, CROs, CIOs, Heads of Operations, Heads of Operational Resilience, Risk leaders, Compliance leaders, Transformation executives, market infrastructure leaders and energy trading executives. It is written for leaders who need to prove that critical services can continue, recover and be governed under stress.

Capmark perspective

Resilience should be designed around the service, not the organisation chart.

A payments service, custody process, claims operation, trading access service, fund dealing process, collateral workflow or energy-market operation may depend on multiple teams, systems, vendors, data feeds, sites and market utilities. If those dependencies are not mapped and tested, the firm cannot know whether the service will stay within tolerance when disruption happens.

Capmark helps clients assess, design, remediate, test and evidence resilient operating models across operations, technology, risk, compliance, third parties and delivery.