It’s a big operation with a lot of moving parts.” That’s how Jason Jackson, Wal-Mart’s director of emergency management, describes his team. It’s also a great description of his employer. Wal-Mart, the world’s largest retailer, is everywhere. And everywhere is exactly where Jackson and his team have to be.
Frequent news headlines are increasing awareness about the need for disaster recovery and business continuity planning. However, the idea of investing today to protect against potential business interruptions in the future can still be a hard sell in the face of tight budgets and the demand for concrete, short-term results.
Outsourcing is an irreversible mega trend that will continue to grow. In fact, research firm Gartner, Inc. (Stamford, CT) has predicted that more than 40 percent of Fortune500 U.S. firms will be outsourcing IT services through a global delivery model by the end of 2004. Analysts at research firm Meta Group, Inc. (Stamford, CT) have predicted that as much as 40 percent of production support may be managed offshore in the next several years.
The last influenza pandemic occurred less than 40 years ago, but 1968 might as well have been the Jurassic Age in terms of how business, and corporate responsibility, has evolved since.With today's instant communications, supply chains spanning the world, and armies of corporate expatriates, the modern global entity, unfortunately, cannot learn much from how companies responded back then.
Every organization’s business continuity plans include some type of executive team, typically consisting of C-level players andother corporate big guns. But it’s not often that you see an executive crisis management team that includes an executive chef.
Looking back, 2005 is a year that is certainly going to go down in the history books," says John Copenhaver of DRI Inter-national. "It has been the year that Mother Nature has truly shown what she is capable of - from tsunamis to the hurricanes to massive earthquakes. It was a devastating year."
Corporate culture has a direct influence on the success of a continuity program. Culture impacts strategy design, maturity modeling, risk tolerance, continuity solutions, and tactical implementation. Each organization's culture is unique, which requires unique solutions with unique methods of execution.
Information availability-or, an organization's ability to maintain connections between people and their most critical applications and systems-is no less necessary or complex for small- and medium-sized businesses than it is for their larger counterparts.
There were so many storms this season that all names on the list were exhausted and the Greek alphabet was used for the first time. The 2005 hurricane season will be remembered as one of the costliest and most deadly on record.
Tracking down employees, activating redundant systems, and gaining site access for initial damage reports was just the beginning.Many companies affected by the 2005 hurricane season are still in the cleanup and recovery phase. However, some business continuity managers are beginning to examine what worked, what didn't, and the lessons they learned.
We have anticipated this homecoming for two months," says Charles "Chuck" P. Adams, Jr., managing partner. "Our New Orleans attorneys and staff are anxious to return home - to the people, sights and sounds of New Orleans." According to Adams, the firm's "regional footprint," supported by a detailed business recovery plan encompassing communications, technology and human resources, allowed it to continue operations following Hurricane Katrina, almost without interruption.
Despite the devastation and loss, something good came out of Hurricane Katrina. In the days following the disaster, business continuity was being covered and taken seriously by mainstream media. You may have seen John Copenhaver of DRI International on CNN, ABC, NBC, CBS, MSNBC, and CSPAN.
ABN AMRO is an international bank with European roots and a clear focus on consumer and commercial banking. ABN AMRO's business continuity plans have a clear focus on communicating in a crisis. Jack Smith, first vice president of business continuity and crisis management, has been with the ABN AMRO business continuity team for five years. Smith spent the previous eight years in the company's IT department. According to Smith, the switch was a natural transition. I was always involved in technology and was asked to help out with the Y2K project, he says. As that was winding down, I moved on to business continuity. Smith and the business continuity team are responsible for the company's North American operations, which are headquartered in Chicago, IL.
In the quest for quicker recovery times, continuous availability, and resilient infrastructures, companies are working to conduct more realistic business continuity and disaster recovery audits, tabletop tests, and full-scale drills. Here's what's happening at Vanguard.
No one expects a disaster to happen to them. Yet if one does, would your company survive? Gartner Group estimates that 43 percent of businesses fail within five years following a major disaster and 29 percent fail within the first two to four months.