Forrester and the Disaster Recovery Journal Launch New Global Study on the State of Business Resilience and AI Integration

In an era defined by rapid technological shifts and unpredictable global disruptions, the imperative for robust business resilience has never been more critical. Forrester, in strategic partnership with the Disaster Recovery Journal (DRJ), has officially launched its biennial study aimed at benchmarking the current state of business continuity, operational resilience, and the burgeoning influence of artificial intelligence on organizational stability. This survey serves as a vital instrument for decision-makers tasked with navigating the complexities of modern risk management, offering a comprehensive look at how companies are evolving to maintain operational integrity in the face of both legacy threats and emerging digital challenges.

The Evolution of the Resilience Landscape

The collaboration between Forrester and the DRJ has become a cornerstone for industry professionals, providing longitudinal data that tracks how organizations move beyond traditional disaster recovery toward holistic operational resilience. While previous iterations of this study focused heavily on the mechanics of business continuity planning and the adoption of formal mandates, the 2026 edition introduces a critical new variable: the dual-edged nature of artificial intelligence.

In the landscape of modern corporate strategy, resilience is no longer defined solely by a company’s ability to recover from a data center outage or a supply chain disruption. Instead, it is increasingly viewed as an organization’s capacity to absorb systemic shocks—including those generated by the very technologies intended to optimize performance. By focusing on business continuity, operational resilience, and cross-functional maintenance, this study seeks to capture the granular realities of how teams function when their standard operating procedures are forced into flux.

Historical Context and Past Trends

To understand the current research trajectory, one must examine the findings from the previous study conducted two years ago. At that time, the research highlighted a significant transition in corporate governance: the widespread adoption of operational resilience mandates. Organizations were moving away from reactive "recovery" mindsets and toward proactive "resilience" frameworks. Key findings from that period indicated that while organizations had matured in their ability to identify critical business services, there remained a significant gap in the integration of these services across siloed departments.

The 2024–2025 period saw a refinement of these practices, with many firms successfully implementing maturity models that linked IT service management with business outcome targets. However, the emergence of generative AI and automated decision-making systems has introduced a new layer of complexity. Resilience professionals are now grappling with the concept of "AI-induced risk," where the invocation of automated systems can either accelerate recovery or, if not properly governed, exacerbate a minor operational issue into a systemic failure.

The Impact of Artificial Intelligence on Operational Continuity

The inclusion of AI as a primary research pillar in the upcoming report reflects a broader shift in the risk management sector. The study aims to gather data on two specific phenomena: how AI tools are enhancing the efficiency of resilience programs, and how AI-driven operations are triggering new types of plan invocations.

AI’s role in resilience is multifaceted. On the positive spectrum, predictive analytics and machine learning models are being deployed to monitor supply chain health, detect anomalies in network traffic, and simulate potential disaster scenarios with unprecedented accuracy. Conversely, the risks associated with AI are equally significant. As companies integrate AI agents—such as the customer service technologies recently popularized by industry moves like the Salesforce-Cresta acquisition—the reliance on automated systems increases. If these systems fail, the downtime experienced can be immediate and severe, requiring a new class of "AI-aware" business continuity planning.

The research seeks to quantify whether organizations are successfully leveraging AI to reduce the "mean time to recover" (MTTR) or if they are inadvertently creating new "single points of failure." By surveying leaders across diverse industries, Forrester and the DRJ aim to establish a baseline for how AI strategy and resilience strategy are currently converging—or, in some cases, drifting apart.

The Survey Methodology and Participation

The research process is designed to provide actionable intelligence for business resilience leaders, risk managers, and operational continuity professionals. The survey, which takes approximately 20 minutes to complete, is segmented to address both the strategic and tactical aspects of the field. Participation is open to decision-makers and influencers within their respective organizations, ensuring that the final data set represents the voices of those actively managing risk on the front lines.

To maintain the integrity of the data, all responses are strictly anonymous. This privacy-first approach is intended to encourage candid reporting on sensitive topics, such as the effectiveness of current recovery plans and the specific challenges faced during recent operational disruptions.

For participants, the study offers significant value. Upon the conclusion of the research, the DRJ will provide a comprehensive summary of the findings on its platform. For Forrester clients, the data will be dissected in a series of deep-dive reports slated for publication over the coming quarters. Furthermore, participants who provide an email address will receive a complimentary copy of the upcoming report, "The State Of Resilience, 2026," once it is finalized.

Broader Implications for the Enterprise

The implications of this research extend far beyond the resilience department. As IT budgets tighten and the ROI of AI becomes a subject of intense scrutiny, business leaders are increasingly looking for ways to justify expenditures by demonstrating the "resilience dividend." A well-governed, resilient organization is not only better prepared for disaster but is also more agile in capitalizing on market opportunities during periods of industry volatility.

Furthermore, the integration of resilience into the broader AI strategy is becoming a competitive advantage. As highlighted in recent industry debates regarding AI ROI, organizations that prioritize a sound strategy—incorporating robust data governance, model validation, and operational fallback procedures—are significantly more likely to achieve long-term success. The upcoming Forrester-DRJ report will provide the empirical evidence needed to bridge the gap between technical resilience and strategic business performance.

A Call for Industry Collaboration

The complexity of modern global risk requires a collaborative approach to data collection. By pooling insights from a diverse range of organizations, the study serves as a barometer for the health of global business continuity. As organizations continue to digitize their operations and integrate AI-driven workflows, the need for a shared understanding of best practices becomes paramount.

The survey is currently live, and industry professionals are encouraged to contribute their experiences to the data pool. By doing so, participants not only gain access to exclusive insights but also play a critical role in shaping the standard for resilience in the mid-2020s.

Summary of Strategic Objectives for the 2026 Report

The 2026 report is expected to answer several critical questions that remain top-of-mind for executive leadership:

1. Maturity Gap Analysis: How do current operational resilience practices compare to the established benchmarks of 2024?
2. AI Efficacy: Are AI-driven resilience tools delivering measurable improvements in recovery times compared to legacy manual processes?
3. Budget Allocation: How are resilience leaders adjusting their budgets to account for the dual needs of maintaining legacy systems and securing new AI implementations?
4. Governance Models: Who is ultimately responsible for the resilience of AI-integrated workflows—the IT department, the line-of-business owners, or the risk and compliance office?

As the deadline for data collection approaches, the findings promise to set the tone for the next two years of organizational strategy. By participating in this survey, professionals are contributing to a body of knowledge that will ultimately help stabilize the global economy in an increasingly turbulent digital age. For those involved in the critical work of keeping businesses operational, this study offers the most comprehensive roadmap currently available for navigating the intersection of technology, risk, and resilience.