Insights in Category: Business Continuity

Resilience as readiness not reassurance

Resilience as readiness not reassurance

Senior risk, resilience and security leaders gathered at the National Liberal Club to discuss what organisational resilience looks like in practice, covering decision-making under pressure, governance, recovery planning, supply chain vulnerabilities, AI, culture and crisis preparedness.

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Supply chain resilience is about managing persistent uncertainty – and needs active governance

Supply chain resilience is about managing persistent uncertainty – and needs active governance

In this piece, Gavin Wilson argues that supply chains can no longer be treated as purely commercial functions but must be managed as core risk systems. With geopolitical tension, regulation, climate disruption and hidden dependencies all shaping outcomes, disruption is now constant rather than exceptional. He highlights how many organisations remain exposed due to limited visibility and fragmented ownership, often reacting only once issues arise. His focus is on active governance, deeper supplier insight and earlier involvement of risk functions, ensuring resilience is built in before disruption hits rather than after.

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Converged Risk in Practice

Converged Risk in Practice

Our second converged security session hosted in partnership with Mitie brought together senior leaders from security, risk and resilience to explore a practical question: what does convergence look like when it works and why does it remain so difficult to achieve?  The session was designed to focus on practice rather than theory. Each panellist was asked to share an example of where convergence is

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In this article, Katie Barnett, Director of Cyber Security, and Gavin Wilson, Director of Physical Security and Risk at Toro Solutions, warn that many organisations talk about convergence but stop short of true accountability. While cyber, physical and people risks are increasingly connected, ownership of those risks often remains fragmented. Different teams manage different parts of the picture, with no single leader responsible for how those threats combine. The result is blurred accountability, slow decision-making and gaps that only become visible during an incident. Barnett and Wilson argue that collaboration alone is not enough. Without clear authority, board-level visibility and a culture that supports joined-up thinking, risk continues to sit between functions rather than being actively managed. Convergence, they conclude, only works when someone is clearly accountable for the whole picture.

Who actually owns risk in a converged world?

In this article, Katie Barnett, Director of Cyber Security, and Gavin Wilson, Director of Physical Security and Risk at Toro Solutions, warn that many organisations talk about convergence but stop short of true accountability.

While cyber, physical and people risks are increasingly connected, ownership of those risks often remains fragmented. Different teams manage different parts of the picture, with no single leader responsible for how those threats combine. The result is blurred accountability, slow decision-making and gaps that only become visible during an incident.

Barnett and Wilson argue that collaboration alone is not enough. Without clear authority, board-level visibility and a culture that supports joined-up thinking, risk continues to sit between functions rather than being actively managed. Convergence, they conclude, only works when someone is clearly accountable for the whole picture.

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People not plans

People not plans

In this recent press piece, Toro Solutions’ Directors of Cyber Security and Physical Security and Risk discuss why resilience is about people, not paperwork.

They argue that most organisations don’t fall short because they lack plans, but because their teams operate in silos. When cyber, physical and operational functions fail to share context early, warning signs are missed and response slows down. Convergence, they explain, isn’t about restructuring it’s about getting the right people talking before small issues turn into bigger problems.

Because when pressure hits, it’s not the plan that makes the difference, it’s how well your teams work together.

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