Resilience engineering has emerged as a new approach to safety and risk management emphasizing the importance of proactive; anticipative and adaptive organizational behavior thereby distinguishing itself from the traditional approaches of PSA and accident analysis. In contrast to the traditional approaches that frequently artificially separate topics; the approach provides a theoretical synergy of safety and risk management principles that reflect the practitioner’s everyday goals and challenges. This paper sets out to present a case study of the intricacies of building a resilient organization. Focus is on the challenges that may interfere with the creation of a resilient organization; e.g. power struggles; incompatible goals; competence; censorship; business culture; management fads; academic discussions; compromises; campaigns; failure to learn from near-misses and accidents; short term economical versus long term safety goals; and poor corrective actions. The challenges will be discussed and illustrated with examples. Based on the author’s experience building a resilient organization is not easy despite the best intentions.