Speakers’ Soapbox: Jake Neufeld On Lessons From The (Super) Storm & The Importance Of Face-To-Face MeetingsAugust 9, 2013 2:49 pm | by Jonna Mayberry, Editor | Comments
In the leadup to the Continuity Insights New York Conference, October 15-16, 2013, Continuity Insights asks presenters about their chosen topics, critical business continuity skills and hypothetical Central Park statues. This week, Jake Neufeld, Emergency Planning Associate, Memorial Sloan Kettering Cancer Center, discusses lessons learned from Superstorm Sandy and why a plan can be too detailed.
In the world of business continuity, mobility seems to be on everyone’s minds. More explicitly, customers and vendors alike are asking how the proliferation of powerful mobile devices can impact and improve IT and business continuity management systems. Fortunately, there are solutions harnessing these devices.
It’s been said that an organization can’t manage what it can’t measure. Applying this principle to business resilience might read that an organization can’t count on what it hasn’t tested. It would be imprudent to assume that plans and solutions in place adequately address the risks an organization has defined.
Emergency communication strategies have evolved greatly over the last few decades, but the very evolution that has changed notifications for the better has also created some confusion. Information technology capabilities are increasing with regard to bandwidth and throughput.
According to the 2013 Verizon Data Breach report, 22 organizations, mainly in manufacturing and professional services with only one to 100 employees, became a victim to cyber espionage last year.
Participants in the current debate over the NSA's surveillance programs seek a balance between security and privacy. While some argue that the government has overstepped its bounds, others say that the monitoring of communications is an essential tool for keeping the country’s citizens safe.
At the first-annual Continuity Insights Chicago conference, David Lindstedt, PhD, PMP, CBCP, Director, Program Management: Office of Distance Education and eLearning at The Ohio State University, presented “Preparedness & Recoverability Metrics: Quantifying Confidence & Assessing Intuitions.” Continuity Insights spoke with Dr. Lindstedt in order to learn more about his topic.
The tragic and sad events of April 15, 2013 near the finish line of the Boston Marathon remind us that we are never far away from terrorism. Business continuity planners should be thinking about the effects of a terrorist attack near their places of work and develop plans to address the threat.
At the 2013 Continuity Insights Chicago conference, Continuity Insights sat down with Ron LaPedis — workforce continuity strategist at SunGard Availability Services, information security and business continuity guru, author and blogger — to learn more about mobility and how it fits into business continuity and disaster recovery before, after and during crises.
In the early morning hours of Monday, March 18, 2013, University of Central Florida (UCF) administrators received a call indicating that a student had committed suicide. Staff and authorities soon discovered that the deceased student had also planned a campus shooting. While motives are still unclear, UCF’s response to the incident is clearly exceptional.
The title may sound like the old Tina Turner song, but today we’re talking about integrating your Business Continuity Management (BCM) and Governance, Risk and Compliance (GRC) processes. This article is to explain why the coordination of BCM and GRC is important, and to provide you with some real examples and practical tips and advice on how to integrate them.
Continuity Insights sat down with Walt Thomasson, Managing Director at Rentsys Recovery Services to find out more about the best testing strategies and current industry trends. "We see a large gap in the market right now when it comes to creating a well-balanced exercise program."
In your company, you want a partnership in preparedness, so that all of the discipline leaders are interacting effectively. The DR people need to know where the BC people are going to recover. You can drive that integration now, before a disaster, to create positive resilience when you do have a disaster.
The scorecard is used to facilitate the movement from one activity to the next in a natural way … it allows me to measure progress and acknowledge progress, and it keeps my company focused on goals — whether they are plan goals, departmental goals or company goals.
While having a simple software tool to operationalize your continuity plan is paramount to a quick and efficient response, you need human energy to back it up. For all business leaders, the ability to think and react quickly during a crisis situation can save money, energy, reputation and lives.