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by the personalities that represent the process. Whether it is a sole champion or a department that is cha rged with the enterprise resilience strategy and execution of planning, it is mo st likely that their personal passions, skills, experience or even comprehension will dominate the overall corporate preparedness and response to actual threats . This phenomena is further compounded by the degree of humility or hubris of th ese executors and their ability to assimilate, even in the wake of such shortfal ls, to rapidly and effectively respond to such oversights. Regrettably, it is of ten all too late to change at the 11th hour and many of the failing are dismisse d/justified by environment, market forces, mother nature or just bad luck. Not t he root cause. Sizeable amounts of money is lost, unrealized or expended on unne cessary opportune cost daily or annually as a result. The scope and demands of modern and dynamic corporates, especially multinational or geographically dispersed entities, is by no means an easy task. A vast amoun t of knowledge and planning may be required and then resources/strategies applie d to areas that warrant countermeasures/treatment solutions that then must be si mplified or distilled for consumption and action by numerous stakeholders or lin e managers. Limited scope, ego, protectionism, arrogance, incompetence, budget c onstraints and many other issues act in unison to prevent a less than optimum re sult for all involved. The most resilient companies and the most efficient depar tments acknowledge all these issues and build such human failings and influences into the methodology to achieve superior results. Paradoxically, these companie s are often the most competitive companies also thanks to this vision and foreth ought. If this were not challenging enough, the character, charisma, communications ski lls or business acumen of the lead/executive representative of such functions co uld signal the final success or failure of all the accumulated work conducted th at comes to then convincing the CEO/COO/CFO that a particular threat is credible or a specific investment is necessitated on the strength of the threat and the potential impact if left unchecked. Should they be found wanting, the threat rem ains unchecked. The squeaky wheel gets the oil! Financial management has moved past this similar challenge (for the most part) b y means of audits, internal checks, disclosure, review or external validation of findings. Risk management, of a non-financial nature, has a long way to go befo re such approaches become mainstream. Resilience is based on a comprehensive understanding of all the assets/investmen ts/capital at risk. Qualifying and quantifying the threats and the residual risk present; once current and proposed mitigation/treatment/corrective measures are implemented. A subsequent project plan based on budgets, tolerances, practicali ties, strategies and threats is then initiated. None of this is possible or cond ucted until executive or leadership elements are consulted, convinced and contri bute to the outcome, not retrospectively. The sheer diversity and complications of modern and fast paced business operations mandates that this process be a tea m sport and a collaborative approach. If you have never met your risk manager, or contributed to the demand or have no budget for such measures, you are part of the problem and less a part of the so lution and remain symptomatic of this chronic disease. Like all addictions or dependency behavior, the first step in breaking the cycle begins with asking yourself some fairly honest and confronting questions. If yo u canâ t affect change then you need help, not time, but actionable collaboration. If not, are you merely a wolf in sheepâ s clothing, only to be discovered when most nee ded?