Issue Archive: May/June 2008
Cover Story
Buffy Rojas
Greig Fennell, Director of Enterprise Risk Management and Business Continuity for Sprint Nextel, believes in "defining moments," those times that make or break your program. And in his five years with the telecommunications giant, he has certainly had his share of them. Despite merger, downsizing, and natural disaster Fennell and his team have survived and thrived. He chalks it up to having a strategic understanding of business goals, breaking down barriers, and just being credible.
Features
EAB
Ask the EAB
Buffy Rojas
From incredible sessions to an incredible outpouring of support for our Continuity Cares volunteer rebuilding project, the 2008 Continuity Insights Management Conference was resounding success.
Cheyene Haase
The good news? Even in an uncertain economy, compensation for business continuity professionals is still on the rise. The bad news? Because business continuity is not a "hard science", it is a job that's hard to categorize, and HR departments are unsure what to do with those who do BCP.
Larry Heck
Our role as continuity managers is to identify and mitigate risk. Clearly, companies' increased reliance on vendors for direct and indirect supplies challenges BCP organizations and complicates our recovery capabilities.
Chris Hebert
Before we look ahead to the 2008 hurricane season, let’s take a quick look back. The last few seasons were relatively quiet as far as U.S. landfalls. However, Mexico and Central America were hit hard in 2007 by two Category 5 hurricanes and several other tropical storms. Record-breaking floods across southern Mexico from hurricanes Dean, Felix, and Lorenzo caused considerable loss of life and property.
Brad Murlick and Mark O’Rear
One tool available to organizations seeking to mitigate the impact of a business crisis is business interruption (BI) insurance. Business interruption insurance, sometimes referred to as business income insurance, is not sold as a standalone product but is generally attached to a property insurance policy. BI generally covers the profits and ongoing expenses of an operation rather than the gross revenues produced by the interrupted operation(s).
Brian Zawada
Business continuity professionals have discussed the need to coordinate efforts with other organizational risk management disciplines for years. Some began participating in (and sometimes leading) what often became known as enterprise risk management (ERM) programs — or something less formal. Many others struggled, participating in tactical, one-off discussions to learn about ways in which others in the organization identified and managed a multitude of business risks. Unfortunately, discussions were often all that happened.
John A. Jackson
Welcome back to my column on trends and events in the continuity industry. In this issue, I’d like to explore how "actionable" disaster recovery and business continuity really are.
