Among other things, an integrated approach analyzes and plans for the impacts of disruptions on suppliers and customers from an operational as well as reputational perspective. Integration broadens the focus from the availability of infrastructure (e.g., the servers are up and the facilities are accessible) to successful organizational outcomes (e.g., the organization is able to deliver products and services). In the current threat environment, achieving resilience is as much about protecting the integrity and confidentiality of information as it is about maintaining availability. An integrated plan delivers coordinated and coherent responses to incidents, including ones of significant scale, complexity, and surprise that can overwhelm normal control systems.6  The Complexity of Control The second resiliency challenge is the complexity of control. To improve resilience, we seek to control outcomes, and risk management has a lot to say about control. A simple story about 2/5  BIS central bankers' speeches  control goes like this: when we are setting up a business process, we look for sources of problems and start adding controls. Mainly, we’ll create controls to prevent problems. But, recognizing that there will be times when prevention doesn’t work, we also put in place controls to detect problems and then correct them. Once the process is up and running, if problems come up that we didn’t expect, we add additional controls to prevent those problems from happening again. I wanted to go through some examples of how this doesn’t always work well in practice.

Nader Mehravari, 2013, Resilience Management through use of CERT-RMM and Associated Success Stories, 2013 IEEE International Conference on Technologies for Homeland Security. 5 Richard Caralli, Julia Allen, David White, Lisa Young, Nader Mehravari, and Pamela Curtis, 2016, CERT  Resilience Management Model Version 1.2: Service Continuity, CERT Program: Carnegie Mellon. Rico Brandenburg, Tom Ivell, Evan Sekeris, Matthew Gruber, and Paul Lewis, 2019, Striving for Operational Resilience: The Questions Boards and Senior Management Should Ask, Oliver Wyman. 6 David P. Moynihan, 2009, The Network Governance of Crisis Response: Case Studies of Incident Command  Systems. Journal of Public Administration Research and Theory, 19, pp. 895–915. 7 Peter Senge, 2006, The Fifth Discipline: The Art and Practice of the Learning Organization, New York:  Doubleday. Nancy Leveson, Nicolas Dulac, David Zipkin, Joel Cutcher-Gershenfeld, John Carroll, and Betty Barrett, 2013, “Engineering Resilience into Safety Critical Systems” in Resilience Engineering: Concepts and Precepts, Eds. Erik Hollnagel, David Woods, and Nancy Leveson. Dorchester, UK: Dorset Press. Resilience Engineering: Sidney Dekker, Erik Hollnagel, David Woods, and Richard Cook, 2008, New Directions for Measuring and Maintaining Safety in Complex Systems, Lund University School of Aviation. 8 Jonathan B. Wiener, 1998. Managing the Iatrogenic Risks of Risk Management, Risk, Health, Safety, and the  Environment, 39, pp. 9-82. 9 M-Trends 2019, FireEye Mandiant Services Special Report. 10 Nancy Leveson and John Thomas, 2018, STPA Handbook. Matthew Leitch, 2011, Intelligent Internal Control and  Risk Management: Designing High Performance Risk Control Systems, Burlington, VT: Gower Publishing Company. Deloitte, 2009, Mining Safety: A Business Imperative.