Systems‐Based Organisational Resilience Framework: A Delphi Study‐Based Validation and Verification

ABSTRACT The increasing systemic complexity of the Fourth Industrial Revolution has heightened the need for robust approaches to organisational resilience. Despite its growing prominence, resilience research remains fragmented, with limited consensus on core dimensions, causal interdependencies and mechanisms suitable for dynamic assessment. This study addresses these gaps by developing and validating an organisational resilience framework to support system dynamics modelling and resilience measurement. A structured two‐round Delphi methodology was applied, engaging a functionally diverse panel of professionals spanning strategy, technology and information systems, risk and financial management, organisational resilience and people leadership. Following attrition, five experts completed the final round. Response convergence was assessed using response ratios and frequency distributions of expert ratings. Within the final panel, unanimous or high agreement was achieved on 94% of the proposed resilience dimensions. The validated framework integrates systems thinking to capture dynamic causal relationships among disruption, adaptability, digital transformation and situational awareness, enabling simulation, stress testing and identification of strategic leverage points. The findings offer practical value for organisational leaders, regulators and policymakers by supporting evidence‐based resilience assessment and policy experimentation. Although empirically grounded in the South African financial sector, the framework is designed as a sector‐agnostic, systems‐based model applicable across diverse sociotechnical systems.