Late last year, a group of experts from the United States and Britain came together to give a presentation at the London Workshop of the Multinational Community Resilience Policy Group. The title of the presentation was “Policy Challenges in Supporting Community Resilience.”
We’ve gathered a ton of data to help us respond to and recover from outages. However, we have very little information that we can use to manage our programs and illustrate value to executive management. The tools we choose have a dramatic impact on the programs we are able to build.
How do you measure the effectiveness of your program? How do you know that what you’re doing is really working and that your organization (and those upon whom you are dependent) is truly prepared?
How can something so important still be in a state of flux?
During the Continuity Insights 2011 Management Conference, CI asked industry experts about how the recent events in Japan would affect the way organizations approach business continuity and supply chain resilience.
On March 11, 2011, a massive 9.0-magnitude earthquake rocked the northeastern coast of Japan; resulting tsunami waves hit the coast just minutes later. The tag-team tragedy has left much of Northeastern Japan extensively damaged, thousands of people dead, injured or missing, and millions lacking electricity, water, transportation, and food.
Business Continuity Management (BCM) has changed rapidly in recent years. Today, many BCM programs are a byproduct of enterprise risk management programs or part of customer-driven service level agreements. But BCM is still looking for a place to call home in many organizations, with BCM ownership all over the map.
The May/June issue of Continuity Insights marks the start of a new era for the magazine, with a number of new names appearing on the masthead.My name is Luke Simpson and I’ve taken over as the magazine’s editor.
Continuity Insights' editorial advisory board members discuss BC industry news and answer reader questions.
The issue of supplier/supply chain continuity is certainly one that is getting a lot of attention in many organizations today. Now you might tend to think “I’m not a manufacturing company or a retailer, so why should I be concerned about supplier continuity?”
In April of 2010, the eruption of Iceland’s Eyjafjallajokull volcano began what was to be a two-month long eruption, ejecting 250 million cubic meters of fragmented material into the air.
In our last issue, the cover story discussed the value of business continuity software and posed the question: Should you be using it? We spoke with experts who had lots of opinions, positive and negative, about such tools.
If you want a thorough explanation of what social capital is (and especially if you are a participant in its creation), then I strongly suggest you read Robert Putnum’s book Bowling Alone.
With more than 50 exhibitors, the Continuity Insights Management Conference hall is sure to be a place where you can find answers to your questions about business continuity, crisis management, IT and data issues, emergency communication, and more.
A recent disruptive event at one of our clients reminded us of the flexibility needed to successfully execute a response in a true disaster. More often than not, documented response and recovery procedures establish a foundation for success, but just as important, achieving response and recovery objectives is driven by the ability of the assigned teams to assess, prioritize, and take action in the midst of confusion and disarray.