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.
Fantastic way to exercise your plans!
Pablo Suarez (associate director of programmes at the Red Cross/Red Crescent Climate Centre) was kind enough to drop us a note highlighting some of the work that they have been doing over the past few years using serious games to highlight and address the humanitarian consequences of climate change and extreme weather events. Some of this work has been done in conjunction with the PETLab at the Parsons—The New School for Design, who have also put together a website (here) devoted to this particular case of “developing public interest games for better crisis-decision-making.”
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Weather or Not is a simple game where participants are given the probability of a major storm, and then must decide whether or not to pre-position relief supplies. If they DO and there IS a flood (or if they DON’T, and there is NO flood) all is good. However if they DO and…
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