BCP vs. the Volcano
What a volcanic eruption can teach us about our need to communicate.
Threats to operational continuity are everywhere. What a volcanic eruption in Europe can teach the world about communications.
In the first few months of this year alone, we have witnessed catastrophes of varying scope and magnitude around the world, and they have reminded us of how vulnerable we all truly are. And last month, following the devastating earthquakes in Haiti, Chile, Western China, and Baja California, the violent bombings in the Moscow Metro, and the debilitating snow-storms in the northeastern United States, we suddenly faced the largest aviation crisis in the history of continental Europe.
What Happened?
On April 14, 2010, drifting ash from the erupting volcano in Iceland’s glacier caused what has now been deemed continental Europe’s worst aviation crisis. And as the cloud of volcanic ash spread across the continent, threatening the safety of air travelers, governments and airport authorities were forced one by one to ground flights, close airspaces, and wait for the air to clear.
In the following week, almost 100,000 flights were cancelled, causing hundreds of thousands of frustrated passengers to be stranded while European governments and airlines struggled to find accommodations for those stuck away from home. But the effects of the volcano were not limited to those wishing to travel during the crisis. As the delays piled up, individuals and organizations began to feel the effect of the aviation crisis in unexpected ways, highlighting the reality that, in today’s interconnected and globalized economy, just one disruptive event can significantly impact the flow of business operations around the world.
To Whom?
The airport delays in Europe were not felt just by the locals. Private and public sector organizations in all countries depend on air traffic to and from the European continent to deliver key functions to their stakeholders. Military agencies, businesses, and individuals from all sectors felt the ripple effect as this critical transportation hub was unexpectedly shut down.
For example, U.S. Military and NATO operations in Afghanistan were impacted significantly by the no-fly orders across Europe. As military flights often stop over in Germany, the United States was forced to reroute planes carrying wounded soldiers out of Afghanistan, and to search for hospital space in neighboring regions unaffected by the falling ash. In addition, the military faced staff shortages because many soldiers on leave were unable to make it back to bases within Europe.
In the private sector, corporations worldwide were forced to make critical decisions and hold meetings while employees and executives remained stranded around the globe. The crisis reminded many businesses that anyone can be affected by a stranded airplane, and that instant communication must always be possible, no matter where employees are. And during last month’s aviation stall, many organizations scrambled to find non-traditional meeting alternatives within their corporate communications plans.
To the Point…
So what can we learn from last month’s aviation crisis? It is clear that we must all, as organizations and as individuals, prepare for inevitable natural disasters, like earthquakes, hurricanes, or the eruption of nearby volcanoes. However, what is often less intuitive is how we prepare for crises that will affect us indirectly. We need strategies not only to respond in our own local emergencies, but also to enact these responses when our
employees are stranded due to regional emergencies around the world. Business continuity planning must take into account the realities and difficulties of an often dispersed workforce. And proper business continuity plans must be able to function in time-critical situations, allowing management teams to respond and communicate quickly and reliably, both internally and externally.
While we may learn from the aviation crisis how to reroute thousands of passengers around an entire continent or how to find lodging for the ones that are stranded abroad, what may be most important to learn is the fragility of our global connections, and the importance of communication within an organization, no matter where its employees are. We need to learn from this situation that our communication strategies have to be simple and yet dynamic—easily applied in any situation.
We should learn that business continuity planning and effective two-way communication strategies are not just critical in the event of high-profile disasters. Communication is at the heart of any organization’s vitality, and, as such, governmental agencies, international corporations, and other organizations must be certain that their communications plans can withstand any interruption, no matter where it takes place. CI
