Wondering what a business continuity professional is worth? Well, here's the answer: More than ever before. Over the past year,BCP salaries were up more than 5 percent for full time employees and 12 percent for consultants compared to the previous year.
This construction firm acted as the prime contractor on numerous buildings. Headquartered in Cincinnati, OH with satellite offices throughout the Midwest, the company specialized in Class B office buildings as well as warehouse construction. In addition to its 1,000-plus employees, the firm worked with countless subcontractors for concrete and steel work, etc.
The disaster recovery department of one of the largest U.S. banks has some very colorful charts that specify the following:24-hour recovery for their "A" applications, 48-hour recovery for their "B" applications, 72-hour recovery for their "C" applications, and so on.
Let's face it: most business managers do not regard maintaining and testing their BCP program as a joyous event. It is more like an anathema, or an abominable curse, for most of them. Despite the reluctance of business managers to devote precious time and energy to their BCP program, business continuity managers must sell to business managers the importance of maintaining and testing their recovery programs.
Beyond listing television programming, Gemstar-TV Guide runs its own TV network, and even takes wagers on horseracing. Here's how this household name stays up and running no matter what.
This article focuses on the topic of workplace violence, the assessment of an organization’s incident management plan, and the critical role placed upon an effective incident management plan to successfully address such an occurrence within an organization.
Business continuity management programs developed and managed by U.S.companies that participated in the 2006 Continuity Insights and KPMG LLP Business Continuity Management Benchmarking Study continue to transform and mature, according to recent survey results. But results also show that business continuity still has not become a strategic part of corporate plans.
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.