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Cyber resilience moves organizations away from efforts to guarantee security of all systems, towards an approach that acknowledges that systems are bound to fail with a focus instead on the impact of that failure on business objectives. While the work on cyber resilience is evolving, there is a lack of studies using qualitative data for investigating the concepts and themes pertaining to cyber resilience in organizations. The purpose of this study is to uncover the non-technical organizational factors that contribute to better cyber resilience. By adopting a qualitative approach of analyzing factors of organizational resilience, this paper uses primary data collected through 25 interviews at senior leadership or board-level to point out the extent to which these factors facilitate or impede cyber resilience. The study illustrates a Leximancer map of each factor that characterizes organizational cyber resilience, based on insights from cyber practitioner communities through narrative interviews. This research contributes to a better theoretical and practical understanding of how cyber resilience within organizations can be improved. The findings show that cyber strategy and skilled people play a key role in adoption of cyber culture at the management level, while communication between boards and security leadership as well as a clear reporting structure are signals for building cyber resilience.