This past October, New England experienced an early snowstorm that incapacitated businesses when snow laden tree branches crushed power and phone lines from New York City to Maine. Many businesses were prepared for the subsequent power outages via back-up generators, which supported servers and essential services.
Last year’s earthquake, tsunami and subsequent partial meltdown of two reactors at the Fukushima Dai-ichi nuclear plant presented numerous challenges for U.S. organizations with employees, facilities or critical suppliers in Japan. An effective incident response and recovery on foreign soil requires substantial pre-planning with local authorities and an understanding of international standards and best practices — not just those laid-out by FEMA.
If nothing else, the tragedy in Japan has taught us a valuable lesson on how badly things can go wrong. Manufacturers around the globe have been awash with new thinking on how to manage a global supply chain that is, despite better technology, still remarkably delicate.
If social networks are determined to be too risky a medium for the initial transmission of a message, the planner should identify alternative means that are more secure. This could include corporate alerting systems, internal email or even a phone tree. The use of these more secure media, however, does not guarantee that the content of the message will not reappear within social networks.
The information filtering methods used within the field of competitive intelligence are particularly helpful for refining a social networking strategy and using it to generate actionable information — or “intelligence” — for business continuity planning and response activities. This intelligence contributes to the risk awareness of the continuity planning team, identifies experts that can provide guidance and information, and identifies local sources of information that can provide situational awareness in an actual disaster.
Social networking has provided business continuity planners with a valuable tool for communication and information gathering during a crisis. The complexity of these platforms, however, requires that they be leveraged only in conjunction with a clearly defined strategy. The POST method identifies the order of decisions that a company should make in composing its strategy for using social networking technologies.
Brian Tishuk, Executive Director at ChicagoFIRST, speaks with CI about the organization’s unique take on regional resilience, the work done to prioritize internet bandwidth during events such as a pandemic, credentialing and preparations for the NATO G8 summit.
When the total of all financial impacts from an outage exceeds the annual revenue of the organization, you know it’s time to modify your approach. Five members of Continuity Insights’ editorial advisory board discuss the techniques they use to compensate for business unit managers that overemphasize their own or their unit’s value during the business impact analysis (BIA) process. Among the recommendations are peer reviews, senior leader engagement and validation, steering committee reconciliation and, believe it or not, sarcasm.
Disaster recovery and business continuity plans are based on evolving technologies and, like the dinosaurs, some aspects of these plans will become extinct. We can dissect a comprehensive BC/DR program into separate categories -- process, technology and communications -- to discover those areas that have become dinosaurs and thus, to a large degree, extinct ways of thinking.
Marc Glasser, Adjunct Professor at University of Nevada, Las Vegas (UNLV), recently revealed the University is conducting exploratory research for a possible PhD in Resilience. According to Glasser, UNLV’s research strongly indicates the need for scholarly “resilience” pursuits. CI speaks with Glasser about his interpretation of resilience, the drivers for a PhD-level program, and possible tuition costs and starting dates.
In order to deal with a myriad of stakeholders who increasingly turn to the Internet in order to be heard, every organization must understand potential and existing financial, managerial, operational, and reputational risks it faces, how its stakeholders impact and view these risks, and how social media can be utilized to interact with stakeholders in order to minimize the risks.
CI speaks with crisis experts, a disaster recovery practitioner and notification vendors about the recent events in Norway, active shooter events in the U.S., crisis management srategies, active shooter protocols and crisis communications.
CI speaks with Ziv Kedem, CEO of Zerto, about the surge of virtual servers in 2011, the performance characteristics of Cloud-based disaster recovery and why 2012 will be the year of disaster recovery-as-a-service.
December’s podcast will focus on how business continuity professionals can prepare and plan for pandemics. Two Continuity Insights editorial advisory board members with extensive experience in public health will discuss the lessons learned and best practices from recent pandemics, as well as answer readers' questions.
A look at the issues having the greatest impact on business continuity professionals and how they could, or should, impact your organization and the industry as a whole.