Measuring Resilience Masterclass with Lynnda Nelson (28th January 2026)
- zoeyap
- Feb 18
- 2 min read
On January 28, 2026, CWSR was proud to welcome Lynnda Nelson, Founder and President of ICOR, for an engaging masterclass focused on measuring and advancing organisational resilience. Participants from across sectors - including local authorities, academia, NGOs, and consultancies - joined the session to explore where their organisations stand today and how they can move forward on the resilience journey.
Lynnda defined organisational resilience as “the ability of an organisation to anticipate, absorb, and adapt to change, enabling it to survive and prosper” (ISO 22316). She introduced the ORCA assessment tool, which evaluates resilience across five dimensions, 15 strategies, and 75 measurable capabilities. Developed in line with international standards and shaped by the lessons of the COVID-19 pandemic, ORCA provides a comprehensive and practical framework for continuous improvement.
A central message from Lynnda’s masterclass resonated throughout the session: “More organisations fail because they're not managing change than organisations that fail because of a business interruption.” Her insights reinforced that adaptability and proactive change management are crucial - far beyond merely having business continuity plans in place.
Lynnda also stressed the importance of context and relationships: “A resilient organisation has a comprehensive understanding of its relationship with the multiple aspects of the ecosystem in which it exists. You can't be aware unless you're looking forward.”
The interactive format encouraged lively participation, with attendees openly discussing their current resilience challenges using the ORCA framework. Organisations were asked to rate their resilience as ad hoc (capabilities present less than half the time), capable (capabilities usually present), or optimised (capabilities consistently embedded and effective).
The results revealed a clear pattern: most organisations see themselves as “capable” but not yet “optimised.” While there are emerging pockets of good practice, significant challenges remain. Persistent operational silos, weakened connections in remote working environments, and the struggle to turn good intentions into everyday habits - especially around diversity and community engagement - are common hurdles. Community resilience, in particular, rated lowest, highlighting the need for organisations to build skills and form genuine, non-extractive partnerships with local stakeholders. The consensus is that while progress is being made, resilience often relies on individual champions rather than being embedded within systems and culture.
Key takeaways from the session include:
· Resilience is about more than risk registers and continuity plans; it’s deeply rooted in people, systems, and organisational culture.
· Workforce expectations are changing: Wellbeing, flexibility, mentoring, and meaningful inclusion are now essential for resilience and high performance.
· Effective risk management requires a holistic, organisation-wide approach - leveraging data and standards like ISO 22301, but always seeking to go beyond compliance.
· Resilience extends beyond individual organisations. Lynnda highlighted recent events in Minneapolis - where actions by ICE immigration officers led to violence and major disruptions for local communities - as a powerful reminder that community resilience relies on the interconnectedness, preparedness, and coordinated actions of all local organisations. Local government alone cannot shoulder this responsibility; every organisation plays a crucial role. Building true community resilience requires proactive partnership, shared responsibility, and meaningful engagement with the broader community.
We encourage all participants to continue the conversation in the CWSR forum, where you can share experiences and practical lessons learned.
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