Recoverability ought to be about one thing: Preparing an organization to recover services.This scope focuses on increasing the ability of an organization to recover its services following a significant incident. Should it provide an ROI along the way, so much the better, but such added benefits are based on the individual practitioner and the culture of the organization.
Efforts to prepare to recover from physical or staffing losses will be focused on ensuring that: resources are available at time of incident, people are immediately aware of proper response and recovery procedures, and critical competencies have been internalized. If these preparations benefit existing, front-line, operational services, then they will have a return on investment. If they are of benefit only at time of incident, then they are a “sunk cost,” like insurance, with no proper ROI.
The goal was to give the response community a taste of public response to disasters using Facebook as a tool to coordinate response. We fed “injects” to the event via Twitter, with people downloading Twitter monitoring software before the exercise. Needless to say, the experience was new to all participants and we learned a lot.
Kelly McDonough, President/CEO of First Alliance Credit Union, talks about how to scare your C-level executives into supporting your BCM program, how credit unions do more with less, the “end point” for business continuity, and why cloud will make businesses and families more resilient.
A good crisis management team is empowered to make the optimum set of decisions on behalf of an organization. Over time, the team can operate from a playbook that bears a strong resemblance a streamlined set of checklists. Such a playbook allows the team to handle lower level events with dispatch, and meet higher impact events with a level of knowledge and competence not otherwise possible when juggling too many new fast balls.
The process for obtaining PS-Prep certification is now established and companies are working to determine their readiness for a PS-Prep third-party audit. The first step in determining readiness is to identify the standard to which your organization should become certified. ICOR's Lynnda Nelson gives a side-by-side comparison of the three standards at the ehart of PS-Prep and provides background information designed to help organizations choose the most appropriate standard.
In order to tease out the most compelling — and more subtle — results from the 2011-2012 Continuity Insights & KPMG LLP Global Business Continuity Management Program Benchmarking Study, a panel of subject-matter experts reviewed and commented on the raw data collected from 685 business continuity professionals. Reactions range from “disturbing” to “encouraging.”
Brian Zawada, member of the U.S. Technical Advisory Group to ISO Technical Committee 223, discusses the ramifications for the business continuity industry, when the standard will be available and how ISO 22301 affects those already certified to BS25999.
Imagine having a fire alarm go off in a data center in Dallas and, without anyone having to do anything, personnel are alerted all over the country in a matter of minutes. This leaves the onsite staff more bandwidth to deal with the emergency while others launch contingency plans.
The advancement of VoIP technology, and changes in virtualization and Internet connectivity options have made onsite notification systems easy from both a deployment and capacity perspective. “Burstable” Internet connection technology can give organizations high capacity for voice call distribution without the complications or cost of phone lines.
Social media monitoring is vital to protect an organization's brand and improve situational awareness during an event. With a bewildering array of social media monitoring tools and technology available, Jane Jordan-Meier gives an overview of the free and fee-based monitoring tools, and discusses how organizations like Dell embed social media monitoring into their company culture.
Continuity Insights recently conducted a survey of over 250 organizations to determine how social media and notification systems are incorporated into crisis communication plans, and the perceived effectiveness of each platform. The results are compelling, clearly showing a lack of confidence in social media’s reach during a crisis. However, the use of social media as a “crowdsourcing” tool -- turning the public into sources of information -- is catching on.
A risk steering committee commissions an in-depth enterprise risk assessment across the entire company to assess current key business risks and control status, as well as establish recommendations for remediation.
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.