This book investigates the application of organizational resilience concepts from disruption-prone industries to enhance the risk management of extreme events in the banking industry. Recognizing the similar complex and volatile environments faced by banks and disruption-prone companies, the study suggests that both sectors can benefit from shared risk management techniques. Empirical evidence is gathered through two surveys, 16 semi-structured interviews, and a business case study. The study (a) highlights a false sense of security created by these models; (b) emphasizes the need for continuous vigilance and agility; and (c) notes that extreme events are often compounded. This book highlights that extreme events are in many cases ultimately driven by human behavior.