{"id":20168,"date":"2025-11-13T10:20:58","date_gmt":"2025-11-13T14:20:58","guid":{"rendered":"https:\/\/gestionderiesgo.org\/?p=20168"},"modified":"2026-10-03T19:29:50","modified_gmt":"2026-10-03T23:29:50","slug":"riesgos-disruptivos-reputacion-y-continuidad-del-negocio-el-nuevo-eje-de-la-resiliencia-organizacional","status":"publish","type":"post","link":"https:\/\/gestionderiesgo.org\/en\/riesgos-disruptivos-reputacion-y-continuidad-del-negocio-el-nuevo-eje-de-la-resiliencia-organizacional\/","title":{"rendered":"Disruptive risks, reputation and business continuity: the new axis of organizational resilience"},"content":{"rendered":"<p><div class=\"fusion-fullwidth fullwidth-box fusion-builder-row-1 fusion-flex-container nonhundred-percent-fullwidth non-hundred-percent-height-scrolling\" style=\"--awb-background-position:left top;--awb-border-sizes-top:0px;--awb-border-sizes-bottom:0px;--awb-border-sizes-left:0px;--awb-border-sizes-right:0px;--awb-border-radius-top-left:0px;--awb-border-radius-top-right:0px;--awb-border-radius-bottom-right:0px;--awb-border-radius-bottom-left:0px;--awb-padding-right:60px;--awb-padding-bottom:80px;--awb-padding-left:60px;--awb-padding-right-medium:60px;--awb-padding-left-medium:60px;--awb-padding-right-small:14px;--awb-padding-left-small:12px;--awb-flex-wrap:wrap;\" ><div class=\"fusion-builder-row fusion-row fusion-flex-align-items-flex-start fusion-flex-content-wrap\" style=\"max-width:1248px;margin-left: calc(-4% \/ 2 );margin-right: calc(-4% \/ 2 );\"><div class=\"fusion-layout-column fusion_builder_column fusion-builder-column-0 fusion_builder_column_1_1 1_1 fusion-flex-column\" style=\"--awb-padding-right:10px;--awb-padding-left:10px;--awb-padding-right-small:0px;--awb-padding-left-small:0px;--awb-bg-size:cover;--awb-width-large:100%;--awb-margin-top-large:0px;--awb-spacing-right-large:1.92%;--awb-margin-bottom-large:40px;--awb-spacing-left-large:1.92%;--awb-width-medium:100%;--awb-order-medium:0;--awb-spacing-right-medium:1.92%;--awb-spacing-left-medium:1.92%;--awb-width-small:100%;--awb-order-small:0;--awb-spacing-right-small:0%;--awb-spacing-left-small:0%;\"><div class=\"fusion-column-wrapper fusion-column-has-shadow fusion-flex-justify-content-flex-start fusion-content-layout-column\"><style>.fusion-page-title-bar{background-image:linear-gradient(rgba(0,0,0,.45),rgba(0,0,0,.45)),url(\"https:\/\/gestionderiesgo.org\/wp-content\/uploads\/2026\/10\/riesgos-disruptivos-tormenta-electrica.jpg\")!important;background-size:cover!important;background-position:50% 50%!important;}<\/style><div class=\"fusion-text fusion-text-1\" style=\"--awb-content-alignment:justify;\"><p>In an increasingly volatile, uncertain, complex and ambiguous (VUCA) environment, business continuity is no longer just about keeping operations running, but about preserving \u201ctrust\u201d. In its article \u201cNavigating disruptive risks. The executive leader\u2019s perspective\u201d, KPMG notes that disruptive risks \u201ccould threaten the basic assumptions underpinning a company\u2019s strategy and business model\u201d. In this context, this type of risk takes on special relevance because it is transforming the way organizations conceive of their resilience.<\/p>\n<p><strong>What is meant by disruptive risks?<\/strong><\/p>\n<p>Disruptive risks are events or trends that significantly alter the way organizations or<br \/>sectors operate. They are characterized by high uncertainty, speed of propagation and systemic impact. Clear examples include generative artificial intelligence and its potential to create disinformation, massive cyberattacks, sudden regulatory changes, or reputational crises triggered by a news story going viral. For years, continuity plans have focused on infrastructure, technology and critical processes. However, today\u2019s disruptions, from cyberattacks and technology failures to reputational crises amplified by social media, show that organizational survival depends as much on credibility as on operational capacity.<\/p>\n<p><strong>Business continuity vs. operational continuity<\/strong><\/p>\n<p>Talking about continuity is not just about ensuring that servers work or that critical processes keep running. Business continuity means ensuring that the organization can keep delivering value to its customers, employees and stakeholders, even under adverse conditions. The ISO 22301 Business Continuity Management Systems standard emphasizes the need to plan continuity from a strategic perspective, integrating aspects such as communication, crisis management and reputation. Having a technical plan is not enough; a trust plan is needed. Hence the relevance of Crisis Management in business continuity processes.<\/p>\n<p><b>Crisis management<\/b><\/p>\n<p>In a context of disruption, <span style=\"background-color: rgba(0, 0, 0, 0);\">crises are not limited to operational <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">impact. An organization can <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">recover its production <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">capacity in days, but its <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">credibility can take years <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">to restore, if it can be <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">restored at all. <\/span><\/p>\n<p><span style=\"background-color: rgba(0, 0, 0, 0);\">If the organization responds with <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">transparency, empathy and consistency, <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">its reputation can work as <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">a cushion. If, on the contrary, <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">the response is late or deficient, <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">public perception can worsen the <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">loss of trust and prolong the <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">financial and social impact. <\/span><\/p>\n<p><span style=\"background-color: rgba(0, 0, 0, 0);\">Recent cases of companies that <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">have faced data leaks, <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">ethical complaints or environmental <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">conflicts illustrate how poor <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">communications management can <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">worsen the crisis more than the event <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">itself.<\/span><\/p>\n<p>Modern continuity management must <span style=\"background-color: rgba(0, 0, 0, 0);\">incorporate <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">reputation as a <b>\u201ccritical asset\u201d<\/b>. <\/span><\/p>\n<p><span style=\"background-color: rgba(0, 0, 0, 0);\">Some essential practices <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">include:<\/span><\/p>\n<ol>\n<li>Assess disruptive risks <span style=\"background-color: rgba(0, 0, 0, 0);\">with reputational potential. <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">Not all operational <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">events generate media <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">crises, but all can <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">escalate if they are not communicated <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">properly. <\/span><\/li>\n<li><span style=\"background-color: rgba(0, 0, 0, 0);\">Include crisis <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">communication protocols. <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">Communication must be <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">part of the plan, not an <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">improvised reaction. Spokespersons, <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">key messages and <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">official channels must be defined. <\/span><\/li>\n<li><span style=\"background-color: rgba(0, 0, 0, 0);\">Train teams in <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">reputational scenarios. <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">Drills must go <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">beyond interruptions <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">that are only technical: they must include <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">image crises, attacks on social media or <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">information leaks. <\/span><\/li>\n<li><span style=\"background-color: rgba(0, 0, 0, 0);\">Monitor perception. <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">Analysis of media and <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">social networks makes it possible to detect <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">early signs of <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">reputational erosion, before they <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">materialize into crises. <\/span><\/li>\n<li><span style=\"background-color: rgba(0, 0, 0, 0);\">Align continuity with <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">organizational culture. <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">Transparency, ethics and <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">consistency in <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">decision-making strengthen <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">trust, even when <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">the unexpected happens.<\/span><\/li>\n<\/ol>\n<p><strong>\u201cCrisis management\u201d and \u201cPractical challenges in the Dominican context\u201d<\/strong><\/p>\n<p>In many organizations in the country <span style=\"background-color: rgba(0, 0, 0, 0);\">some challenges still remain for <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">integrating these approaches:<\/span><\/p>\n<ul>\n<li><b>Limited view of <\/b><span style=\"background-color: rgba(0, 0, 0, 0);\"><b>continuity:<\/b> it is associated <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">exclusively with IT or <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">operational processes.<\/span><\/li>\n<li><span style=\"background-color: rgba(0, 0, 0, 0);\"><b>Lack of integration between <\/b><\/span><span style=\"background-color: rgba(0, 0, 0, 0);\"><b>areas:<\/b> institutional <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">communication and risk management <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">tend to work <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">separately. <\/span><\/li>\n<li><span style=\"background-color: rgba(0, 0, 0, 0);\"><b>Little practice with <\/b><\/span><span style=\"background-color: rgba(0, 0, 0, 0);\"><b>real drills:<\/b> Organizations <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">often avoid <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">carrying out real drills out of <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">fear of the reaction of <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">public opinion or of not being able to <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">recover fully from <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">the test itself. This resistance <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">means that most <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">exercises are canned and tailor-made <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">or are limited to the <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">technical sphere only, leaving aside <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">the management of scenarios <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">linked to public perception <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">or to reputational <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">crises, which in <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">practice can generate a <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">greater impact than the <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">operational event itself. <\/span><\/li>\n<li><b><span style=\"background-color: rgba(0, 0, 0, 0);\">Disconnect between <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">governance and <\/span><\/b><span style=\"background-color: rgba(0, 0, 0, 0);\"><b>communication:<\/b> governing <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">bodies sometimes do not <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">consider reputation as <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">part of strategic <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">resilience.<\/span><\/li>\n<\/ul>\n<p>Overcoming these challenges requires an <span style=\"background-color: rgba(0, 0, 0, 0);\">integral view of resilience, <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">where public perception, ethics <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">and continuity are understood as <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">three pillars of the same system.<\/span><\/p>\n<p><b>Recommendations for leaders and <span style=\"background-color: rgba(0, 0, 0, 0);\">risk managers<\/span><\/b><\/p>\n<ol>\n<li><strong>Recognize reputation <\/strong><span style=\"background-color: rgba(0, 0, 0, 0);\"><strong>as a strategic asset and<\/strong> and <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">assign it resources and performance <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">metrics.<\/span><\/li>\n<li><strong>Integrate <\/strong><span style=\"background-color: rgba(0, 0, 0, 0);\"><strong>multidisciplinary teams<\/strong> (risk, <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">communications, legal, IT) <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">to manage <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">complex crises.<\/span><\/li>\n<li><strong>Design advance <\/strong><span style=\"background-color: rgba(0, 0, 0, 0);\"><strong>communication plans<\/strong>, <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">that include spokespersons and <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">messages aligned with <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">institutional values.<\/span><\/li>\n<li><strong>Monitor disruptive <\/strong><span style=\"background-color: rgba(0, 0, 0, 0);\"><strong>trends<\/strong>, especially <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">technological and social ones, that <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">could escalate into issues of credibility <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">or trust.<\/span><\/li>\n<li><strong>Assess <\/strong><span style=\"background-color: rgba(0, 0, 0, 0);\"><strong>organizational culture:<\/strong> resilience <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">is built day by day, not only <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">during the crisis.<\/span><\/li>\n<\/ol>\n<p>In conclusion, true <span style=\"background-color: rgba(0, 0, 0, 0);\">continuity is not measured by the speed <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">with which systems are restored, <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">but by the strength with which <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">trust is maintained. In an increasingly <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">uncertain global environment, <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">organizations must evolve <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">toward continuity management <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">models that integrate <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">reputation and disruptive risks <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">as central pillars of their resilience.<\/span><\/p>\n<p><span style=\"background-color: rgba(0, 0, 0, 0);\">Because in the end, <i>\u201csurviving is not just <\/i><\/span><i><span style=\"background-color: rgba(0, 0, 0, 0);\">continuing to operate, but continuing to be <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">credible.\u201d<\/span><\/i><i><\/i><\/p>\n<p>&nbsp;<\/p>\n<p><img data-recalc-dims=\"1\" decoding=\"async\" class=\"alignleft wp-image-20171 size-thumbnail\" src=\"https:\/\/i0.wp.com\/gestionderiesgo.org\/wp-content\/uploads\/2025\/11\/1748976448380.jpeg?resize=150%2C150&#038;ssl=1\" alt=\"\" width=\"150\" height=\"150\" srcset=\"https:\/\/i0.wp.com\/gestionderiesgo.org\/wp-content\/uploads\/2025\/11\/1748976448380.jpeg?resize=66%2C66&amp;ssl=1 66w, https:\/\/i0.wp.com\/gestionderiesgo.org\/wp-content\/uploads\/2025\/11\/1748976448380.jpeg?resize=150%2C150&amp;ssl=1 150w, https:\/\/i0.wp.com\/gestionderiesgo.org\/wp-content\/uploads\/2025\/11\/1748976448380.jpeg?resize=200%2C200&amp;ssl=1 200w, https:\/\/i0.wp.com\/gestionderiesgo.org\/wp-content\/uploads\/2025\/11\/1748976448380.jpeg?resize=300%2C300&amp;ssl=1 300w, https:\/\/i0.wp.com\/gestionderiesgo.org\/wp-content\/uploads\/2025\/11\/1748976448380.jpeg?resize=400%2C400&amp;ssl=1 400w, https:\/\/i0.wp.com\/gestionderiesgo.org\/wp-content\/uploads\/2025\/11\/1748976448380.jpeg?resize=500%2C500&amp;ssl=1 500w, https:\/\/i0.wp.com\/gestionderiesgo.org\/wp-content\/uploads\/2025\/11\/1748976448380.jpeg?resize=600%2C600&amp;ssl=1 600w, https:\/\/i0.wp.com\/gestionderiesgo.org\/wp-content\/uploads\/2025\/11\/1748976448380.jpeg?resize=700%2C700&amp;ssl=1 700w, https:\/\/i0.wp.com\/gestionderiesgo.org\/wp-content\/uploads\/2025\/11\/1748976448380.jpeg?resize=768%2C768&amp;ssl=1 768w, https:\/\/i0.wp.com\/gestionderiesgo.org\/wp-content\/uploads\/2025\/11\/1748976448380.jpeg?w=800&amp;ssl=1 800w\" sizes=\"(max-width: 150px) 100vw, 150px\" \/><\/p>\n<p align=\"justify\"><strong style=\"text-align: left; background-color: rgba(0, 0, 0, 0);\">Author: Gabriela S\u00e1nchez<\/strong><\/p>\n<p style=\"text-align: left;\"><a style=\"text-align: justify; background-color: rgba(0, 0, 0, 0); color: #0000ff;\" href=\"https:\/\/www.linkedin.com\/in\/gabisancz\/\" target=\"_blank\" rel=\"noopener\">Linkedin<\/a><\/p>\n<p style=\"text-align: left;\">Member of the Business Continuity Committee of the Dominican Republic Risk Management Club (CGRRD).<\/p>\n<p style=\"text-align: left;\"><span style=\"background-color: rgba(0, 0, 0, 0);\">She has experience in risk <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">management, governance and <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">organizational resilience, and actively <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">promotes the integration of the <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">reputational approach into <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">continuity and crisis plans. <\/span><\/p>\n<p style=\"text-align: left;\"><b><span style=\"background-color: rgba(0, 0, 0, 0);\">Sources of Information <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">considered in the article:<\/span><\/b><\/p>\n<ul>\n<li style=\"text-align: left;\"><span style=\"background-color: rgba(0, 0, 0, 0);\">Scenario Analysis Guide for <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">\u201cDisruptive Risks\u201d (James Lam <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">&amp; Associates). September <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">2020.<\/span><\/li>\n<li style=\"text-align: left;\"><span style=\"background-color: rgba(0, 0, 0, 0);\">Oliver Wyman \u2013 \u201cFraming <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">Disruption Risk\u201d. August <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">2018. <\/span><\/li>\n<li style=\"text-align: left;\"><span style=\"background-color: rgba(0, 0, 0, 0);\">Driving trust and <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">business value through <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">technology. NACD annual <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">report. October 2024 <\/span><\/li>\n<li style=\"text-align: left;\"><span style=\"background-color: rgba(0, 0, 0, 0);\">Navigating disruptive risks <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">The executive leader\u2019s <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">perspective. KPMG. <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">December 2019. <\/span><\/li>\n<li style=\"text-align: left;\"><span style=\"background-color: rgba(0, 0, 0, 0);\">ISO 22301 Standard, Business <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">Continuity Management <\/span><span style=\"background-color: rgba(0, 0, 0, 0);\">System<\/span><\/li>\n<\/ul>\n<\/div><div class=\"fusion-separator fusion-full-width-sep\" style=\"align-self: center;margin-left: auto;margin-right: auto;margin-top:30px;margin-bottom:-10px;width:100%;\"><div class=\"fusion-separator-border sep-single sep-solid\" style=\"--awb-height:20px;--awb-amount:20px;border-color:#e0dede;border-top-width:2px;\"><\/div><\/div><div class=\"fusion-sharing-box fusion-sharing-box-1 has-taglines layout-floated layout-medium-floated layout-small-stacked\" style=\"background-color:#f6f6f6;--awb-separator-border-sizes:0px;--awb-layout:row;--awb-alignment-small:space-between;--awb-stacked-align-small:center;\" data-title=\"Riesgos disruptivos, reputaci\u00f3n y continuidad del negocio: el nuevo eje de la resiliencia organizacional\" data-description=\"En un entorno cada vez m\u00e1s vol\u00e1til, incierto, complejo y ambiguo (VUCA, por sus siglas en ingl\u00e9s), la continuidad del negocio ya no se trata \u00fanicamente de mantener las operaciones en marcha, sino de preservar la \u201cconfianza\u201d. KPMG en su art\u00edculo \u201cNavegar a trav\u00e9s de riesgos disruptivos. 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src=\"https:\/\/i0.wp.com\/gestionderiesgo.org\/wp-content\/uploads\/2025\/10\/LOGO-TRABAJO.png?resize=178%2C108&#038;ssl=1\" alt=\"Club de Gesti\u00f3n de Riesgos de la Rep\u00fablica Dominicana\" width=\"178\" height=\"108\" loading=\"lazy\">\n    <p>A non-profit association that promotes risk culture and best practices in the Dominican financial system.<\/p>\n    <div class=\"cgf-soc\">\n      <a href=\"https:\/\/www.linkedin.com\/company\/club-de-gesti%C3%B3n-de-riesgos-rd\/\" target=\"_blank\" rel=\"noopener\" aria-label=\"LinkedIn\"><svg viewbox=\"0 0 24 24\"><path d=\"M5.2 8.6H8.5V19H5.2zM6.9 3.5a1.9 1.9 0 1 1 0 3.8 1.9 1.9 0 0 1 0-3.8ZM10.6 8.6h3.1V10c.5-.9 1.6-1.7 3.3-1.7 3.5 0 4.1 2.2 4.1 5.1V19h-3.3v-5c0-1.2 0-2.7-1.7-2.7s-1.9 1.3-1.9 2.6V19h-3.3z\"\/><\/svg><\/a>\n      <a href=\"https:\/\/www.youtube.com\/channel\/UCgyWVnQOIYTYnBP25t3wikA\" target=\"_blank\" rel=\"noopener\" aria-label=\"YouTube\"><svg viewbox=\"0 0 24 24\"><path d=\"M21.6 7.2a2.7 2.7 0 0 0-1.9-1.9C18 4.8 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