For COOs, resiliency isn’t an “IT initiative.” It’s operational predictability: fewer disruptions, fewer manual workarounds,
and less financial volatility from downtime and recovery overhead.
Where downtime creates margin leakage
- Operational slowdown and missed throughput
- Manual workarounds (labor + errors + rework)
- Customer experience impact (churn, credits, brand damage)
- Recovery overhead (war rooms, overtime, vendor costs)
- Delayed decisions (lack of trustworthy data during disruption)
What COOs should ask for
- Critical service list with tiering and recovery targets
- Quarterly readiness reporting (not just incident reporting)
- Known dependency and single-point-of-failure exposure
- Clear ownership: who is responsible for recovery and readiness
- Prioritized remediation plan with dates and tradeoffs
Outcome
Resiliency work reduces surprises and makes risk visible—so leaders can fund the right controls and avoid “expensive weekends.”
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