The notion of ‘organizational resilience’ has risen exponentially in recent years; it is the ability of an organization to ‘bounce back’ and continue key functions during disruptive events. The rise follows the will to better face the unforeseen and complex adversity that modern times throws at organizations. This study, following a single-case exploratory research design, aims to establish knowledge regarding organizational resilience in the humanitarian sector; by exploring the policy and practice of the United Nations. The author builds an Analytical Framework based on the leading research in the field of organizational resilience, in order to grasp an understanding of the organization's different beliefs, capabilities, and proficiencies necessary to establish and maintain a resilient organization. Concluding with the statement that while there are areas of challenges, the humanitarian sector provides a case not only to scrutinize, but also to learn from.