...in thinking

Resilience Engineered

Three films to demystify resilience, funded by The Resilience Shift, developed in collaboration with the Department of Engineering, University of Cambridge.

Summary for Urban Policymakers

A summary for urban policymakers, presenting the latest Intergovernmental Panel on Climate Change (IPCC) assessments in targeted summaries that can help inform action at the city scale.

Resilient Leadership

Real-time learning from the Covid crisis was captured over 16 weeks of interviews with senior leaders, providing insights into what makes resilient leadership, and how to lead for resilience.

...in practice

Infrastructure Pathways

A resource for practitioners in search of clear, easy-to-navigate guidance on climate-resilient infrastructure, compiled from hundreds of leading resources, and organized by lifecycle phase.


Diagram of a working port


A multi-stakeholder, whole-systems approach is needed for ports to become low carbon resilient gateways to growth, as a meeting point of critical infrastructure systems, cities and services.


Resilience Realized

The Resilience Realized Awards recognise projects around the world at the cutting edge of resilience.

City Water Resilience Approach

CWI Wheel diagram


Download the step by step methodology to help cities collaboratively build resilience to local water challenges, mapped with the OurWater online governance tool, as used by cities around the world.

Resilient Leadership – Round 8: 8 – 12 June 2020

“I’m curious, how might history look back and judge this period and its breakdowns?”

Unsurprisingly, our 8th round of conversations with participants largely turned to the seemingly intractable problems of racial injustice. While the brutal death of George Floyd – and many others before him – took place in the United States, his story travelled far and wide and found resonance with cities and organizations across the world, as one participant in a country far from the USA noted: “What happened in the US is also echoing here very strongly and profoundly. There is a discussion now on how racism is infiltrating our culture, our society, and it’s something more structural.”

For many corporations, particularly in the western world, the protests following George Floyd’s killing triggered a moment of awakening to a deep-rooted, systemic problem – albeit, a problem that has always been there and is a daily reality for many. Our leaders are asking themselves what actions their organizations can take to grapple with this issue, yet there arises a question as to why it takes such very public shocks to stimulate this introspection and the genuine desire for a better outcome. And how will they make sure any transformation goes deep enough and is sustained?

Then, as we saw so vividly in the early days of the pandemic, a profound crisis can summon extraordinary energy to fend off disaster and death. But as time goes on, this energy subsides, with the real risk of finding ourselves back at business as usual. This week, one of the CROs noted that there appeared to be a lot more public frustration on display and an unwillingness to follow rules around social distancing or wearing masks in public, perhaps suggesting that people were tired and could not sustain being on ‘high alert’ for months on end. When that fatigue sets in, it seems one of the first things to suffer is the sense of collective spirit.

Will we see a similar drop in the momentum for action created by the anti-racism protests in the USA? What mechanisms can leaders put in place today to ensure accountability and transparency in 6 months’ or 5 years’ time? As one participant put it, referencing climate change inertia, but it could equally have applied to social injustice: “How might history look back and judge this period and its multiple breakdowns?”

Because when it comes to breakdowns and challenges, today’s world faces many and we shouldn’t be surprised when challenges are revealed to be intrinsically interconnected. One participant noted an unintended consequence of the pandemic in relation to the social uprising, for example: “If COVID-19 hadn’t happened, I don’t think people would be out there as much, protesting. More people are out of work, or even working from home, and have more freedom to protest on a daily basis. In that sense, it’s a positive confluence of two crises.”

To learn for resilience, one has to apply a degree of energy and focused attention to reflecting on one’s experience – indeed, providing a structured opportunity for exactly that is the basis for this whole project. But leaders are human, with a propensity to tire from time to time – itself a learning some leaders find hard to digest! And then other crises ride into town, unbidden, even if not entirely unexpected, and demand both action and more learning.

Sign up to our mailing list for weekly blog updates and occasional newsletters Data privacy policy

Generic selectors
Exact matches only
Search in title
Search in content
Post Type Selectors