Author: Owen Miles, VP Solutions Engineering EMEA for Restrata
Blog Series: ‘Miles to Go’ – Exploring the foundations of resilience & continuity
#7 – Mapping the Terrain: Lessons from 33 Countries
Mapping the Terrain: Lessons from 33 Countries
Resilience is not a universal formula—it’s a local equation. And the more I’ve worked with organizations across different geographies, the clearer that truth has become.
Over the course of my career, I’ve had the privilege of working with over 800 organizations in 33 countries. Each one faced different threats, operated in different environments, and approached resilience in its own way. What worked in one region often failed in another—not because the strategy was flawed, but because the terrain was different.
In Southeast Asia, resilience planning often revolves around seasonal weather events—monsoons, typhoons, and flooding. In Scandinavia, the focus shifts to energy grid stability and extreme cold. In parts of Africa, staff safety during political unrest is a top priority. In the Middle East, organizations plan for high-risk environments and rapid escalation scenarios. And in Western Europe, regulatory compliance and reputational risk often drive continuity strategies.
These aren’t just regional quirks—they’re reflections of lived experience. They shape how organizations think, plan, and respond. And they highlight a critical truth: you can’t copy-paste resilience.
Global frameworks are useful, but they must be adapted. A continuity plan built for a North American headquarters won’t automatically work for a satellite office in Nairobi or a logistics hub in Dubai. Cultural norms, infrastructure realities, regulatory environments, and threat profiles all influence how resilience should be built and executed.
Mapping the terrain means going beyond the risk register. It means understanding the operational landscape—who your people are, where they work, what they rely on, and what could disrupt them. It means listening to local teams, walking the ground, and challenging assumptions made from afar.
It also means recognizing that resilience isn’t just about geography—it’s about function. A manufacturing site, a data center, and a mobile workforce all require different approaches, even within the same organization. The terrain isn’t just physical—it’s operational.
The most resilient organizations I’ve worked with are those that embrace this complexity. They don’t seek a single answer—they build a flexible framework that adapts to each location, each team, and each threat. They empower local leaders, integrate global oversight, and continuously refine their understanding of the terrain.
Because resilience isn’t built in isolation. It’s built in context. And if you don’t understand the terrain, your strategy won’t hold.
Call to Action: Map your own terrain. Identify the unique risks your organization faces locally and globally—and tailor your resilience strategy accordingly.
Next Week: We’ll explore why resilience isn’t a product—it’s a practice powered by technology, culture, and clarity