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      Artificial Intelligence (AI) is reshaping how organisations monitor and manage their resilience. As disruption becomes more frequent, more interconnected and more technology driven, AI offers a practical way to enhance insights, improve consistency and accelerate response, provided it is adopted in a controlled and responsible manner.

      For most organisations, AI is now moving from curiosity to capability. It is helping teams to simplify complex tasks, generate clearer insights and prioritise their effort on activities that require human judgement. The opportunity is significant, but it requires a clear vision and a governance model that ensures AI augments resilience rather than disrupts it.

      Steve Horgan

      Senior Manager, Operational Resilience

      KPMG in the UK

      Sheniz Oyetunde, Assistant Manager, Operational Resilience.
      Sheniz Oyetunde

      Assistant Manager, Operational Resilience

      KPMG in the UK

      Setting a clear operational resilience AI vision

      Organisations that are realising the benefits of AI start with a strong, enterprise wide vision. This provides a single direction of travel and ensures that AI adoption enhances existing resilience foundations rather than creating fragmentation.

      A strong vision typically includes:

      • Clear business value, such as faster dependency mapping, improved reporting, better scenario preparation or enhanced resilience vulnerability identification.
      • Defined governance principles that outline where AI should support operational resilience, where AI may automate tasks and where judgement must remain fully human.
      • A realistic understanding of risk appetite that shapes the level of autonomy AI is permitted to have.
      • A phased, multi‑year roadmap, enabling the organisation to adopt new capabilities safely and iteratively.
      • Robust data foundations, ensuring all AI enabled insights are traceable, reliable and explainable.

      This vision aligns teams, informs investment decisions and reduces the risk of disconnected AI experimentation across the organisation.

      A principles led approach to responsible AI in resilience

      With a clear vision in place, organisations can begin shaping how AI will operate across the operational resilience lifecycle. KPMG has seen three AI governance postures emerge, each offering different levels of augmentation and automation.

      • Advisory (companion)

        AI supports resilience activities, including external research, recommendations, document drafting and structured insights. Humans retain all decision making.

      • Human oversight (assisted)

        AI performs multi‑step workflows including updates to dependency mapping, vulnerability triaging or drafting self‑assessments, with mandatory human approvals at defined points across the end to end process. Humans retain all decision making.

      • Automated (agentic)

        AI can execute certain resilience tasks independently, but always within strict guardrails including policy as code controls, circuit breakers and auditable decision paths.

      Most organisations adopt a blended model, scaling AI autonomy only where governance maturity and data readiness allow. This helps organisations preserve trust while still benefitting from the speed and depth that AI can provide.

      AI is already creating real value

      For some organisations, we are already seeing several use cases that are consistently generating early and measurable improvements:

      assessment

      Mapping and dependency analysis

      AI can convert structured text into draft service maps and process flows, reducing manual mapping effort and helping teams to validate the accuracy of identified dependencies.

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      Vulnerability identification and prioritisation

      By synthesising risks, issues, controls and incidents at scale, AI highlights potential vulnerabilities and provides structured triage logic for human validation.

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      Scenario testing and reporting

      AI supports expansion of scenario libraries, drafts test plans and helps compile evidence for review. It can also accelerate the drafting of self‑assessments by drawing from approved data sources.

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      Continuity planning and incident insight

      AI assists with BCP and BIA drafting, flags early warning indicators and helps structure escalation prompts, supporting faster and more consistent decision making when incidents occur.

      These capabilities enhance resilience by reducing manual rework, strengthening insights and improving the overall quality of information used by operational resilience management and leadership.

      Building resilience that is intelligent, governed and human centred

      AI has the potential to significantly enhance operational resilience, but only when adopted with clarity of purpose and a strong governance foundation. It should empower teams to work more effectively, not replace the value of expert judgement. The future of resilience will be shaped by organisations that harness AI responsibly, use it to deepen their understanding of critical services and apply it to strengthen their ability to withstand and recover from disruption.

      KPMG continues to support clients across all industry sectors to define their AI visions, prioritise use cases and design operating models that ensure safe and sustainable adoption. As AI becomes an integral part of the resilience toolkit, the organisations that invest early and responsibly will be in the strongest position to protect critical services, safeguard customers and operate with confidence in uncertain times.

      Our advisory insights

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