In the increasingly challenging and dynamic operational and strategic environments in which organisations are required to function, there may be a quite natural temptation to fit the needs of organisational resilience (OR) to the organisation by incoherently using a blend of existing functions and based on variable understanding of those functions. It is preferable to fit organisational resilience to the needs of the organisation by being perfectly clear about the organisation and about our understanding of what organisational resilience means to us.  This paper has tended to avoid falling into the trap of defining OR; not because clarity of understanding is difficult to achieve, but because just as every organisation differs, so its OR interpretations will differ also. Because of this, OR can seem to be a complicated proposition, when in effect it is very straightforward indeed.