Not just Surviving – THRIVING!

Continuity management has long been tied to disaster planning and crisis response as fundamental to emergency planning but the reality is: If you’re just practicing business continuity to survive you’re never going to get much out of it.

The key to effective value creation from continuity management is a strategy that builds on how the day-to-day business is designed to create value. Today’s global market puts us all in crisis. Corporate directors are in jail. Cyber terrorists can easily hide across borders around world yet still access information kept locked away. States and countries declare bankruptcy. Instability is everywhere.
Businesses are so interdependent on one another that supply chain and technology are complex grey zones of value and accountability. The bottom line is the business needs to create value to survive. Maybe value means money, maybe it’s customer satisfaction or maybe it’s serving its nonprofit goal. Regardless, the creation of that value must be the crux of your resilience plans.

One of the most common misconceptions of business continuity planning is that it starts with a disaster and in a lucky world no one would need a plan. Luck favors the prepared. A business with a healthy continuity management program doesn’t just survive crisis; it thrives daily. The reality of the business world is that every day is more complex and risk loaded. In order to work toward corporate maturity and institutionalization of the systems that create value you have to structure and live your plan.

 

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DCSPlanning Delicious Tagging

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English: Red Pinterest logo (Photo credit: Wikipedia)

DCSPlanning Delicious Tagging

Per our name change we’ve got a new Delicious tagging site with LOTS of fantastic resources.  In case you’re not sure what Delicious is, it’s just like Pinterest but we use it strictly for professional disaster and compliance related resources.  Please check it out and follow us!


Nine ways to Recognize a Good BCPlan

Here’s a good assessment of 9 ways to Recognize a good BCPlan. Enjoy

Stoneroad's Blog

There are all sorts of templates and thoughts on how the various Business Continuity Management (BCM) program components should look – the “plans.”  Every organization has its own self-styled plan; every consulting agency has its own look and feel and every available free online template looks different from the next.  So how can you recognize a good plan from a really bad and confusing plan?

The following 10 considerations will help you determine if you’ve got a good plan or a not-so-good plan

  1. Action Oriented: If people are expected to follow  and execute plan activities, it must be action oriented.  A document full of theory and suggestions won’t be of any help and will quickly be used to stop a desk from wobbling – or used to capture excess dust that may collect on a shelf.  As a rule of thumb, I tend to look for the first action step/item/activity within the first 5 pages  after…

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Notable statements from the 2011-2012 KPMG Global BCM Program Benchmarking Study

  • The fact that 31% of respondents felt they had met their RTO during a disruption, when 85%
    are using exercises, indicates there is room to improve the quality of exercises. ~ED Mately,
    Director, Advisory Services, KPMG LLP
  • It is interesting that reputation as a program driver has increased from 14% to 40% in the last
    four years. I believe this is the direct result of the pervasiveness of social media & its impact on
    public perception.
  • Almost 85% of the respondents state that their business continuity program is primarily
    implemented for continuity of operations, which emphasizes the acknowledgement of
    corporate responsibility and ownership to institutionalize this continuity into business
    portfolios.
  • It appears that the business continuity function is getting better defined, is reporting at a higher
    level and functional substantiation is based on value to the business. If we want to raise the
    profile of BCM and get executive-level buy-in, then we need to measure the value contribution
    of BCM programs not just program performance.
  • Many organizations’ IT recovery strategies are undergoing change, namely internal software
    and hardware solutions (43%), combination internal and external solutions (36%), and external
    hardware and software solutions (23%). On average, 3.8% of IT budgets go to disaster recovery
    capabilities.
  • An organization’s reputation can be ruined in minutes if not handled appropriately. That is why
    it is essential to have social media plans incorporated as part of an overall crisis management
    response.
  • Executive sponsorship, funding and other metrics are important considerations for all
    organizations. One way we can further develop BCM programs is to increase collaboration
    across all industries.