e people who are applying them. A change in processes needs to be preceded by a change in thinking in the people involved in the organization to understand the context of the change and to appreciate the reasons for implementing the change. In the event that new processes are implemented without the mindset being changed, it may pretty well end up like the proverbial horse that is brought to the water. It may snort, it may nibble, and it may stomp nervously around, but it most definitely would not drink the water unless it has a mind to do SO. The Jisc infoNet infokit on Change Management (http://www.jiscinfonet.ac.uk/infokits/change-management/ notes the following aspects are involved in any change: "Change usually involves three aspects: people, processes, and culture." It is not enough to get only the processes right. To properly manage the change, it is as important to understand people involved and the culture prevalent among them. Every change that is brought about inherently faces resistance toward adoption of the change. Once this resistance is overcome, it becomes easier to make the transition and implement the change. Also, in some cases, it could make it easier to understand which aspects of the culture itself need to be changed for the betterment of the organization. The onus for cultivating the necessary culture needed to inspire and evolve an organization is largely place on leadership of the organization. Coming back to the topic of resilience and continuity of services, it should be apparent that people and personnel involved should be encouraged to cultivate an attitude for thinking about possibilities. These possibilities could be about both good and bad events that could happen and have an impact on the business and the organization. Better anticipation in problem-oriented thinking could lead to better preparedness for such situations in that all aspects of planning-impact analysis, preparation of mitigation plans, and putting such plans into action-can help the evolution of the roadmap to embr