In your company, you want a partnership in preparedness, so that all of the discipline leaders are interacting effectively. The DR people need to know where the BC people are going to recover. You can drive that integration now, before a disaster, to create positive resilience when you do have a disaster.
The scorecard is used to facilitate the movement from one activity to the next in a natural way … it allows me to measure progress and acknowledge progress, and it keeps my company focused on goals — whether they are plan goals, departmental goals or company goals.
While having a simple software tool to operationalize your continuity plan is paramount to a quick and efficient response, you need human energy to back it up. For all business leaders, the ability to think and react quickly during a crisis situation can save money, energy, reputation and lives.
Government has predefined duties at every level — federal, state and local. One of the major duties of government (other than collection of revenues), is public safety. Since the turn of the century, we have seen several paradigm shifts in the relationship between government and the private sector.
Continuity Insights sat down with Bob Boyd, president and CEO of Agility Recovery Solutions, a former division of General Electric (GE), to find out more about what he enjoys most about the BC/DR field, how his company operates, the biggest challenge Agility has faced, and what he sees for the future of disaster preparedness.
Speakers’ Soapbox: David Nolan On Social Media Misconceptions & Lessons From The Boston Marathon BombingMay 7, 2013 9:31 am | by Jonna Mayberry, Editor | Comments
In the leadup to the Continuity Insights Chicago Conference, June 18-19, Chicago O’Hare, Continuity Insights asks presenters about their chosen topics and critical business continuity skills. This week, David Nolan, CEO and founder, Fusion Risk Management, Inc. discusses social media and business continuity preparedness.
At the turn of the current century, BP was on a path to building a reputation as an environmental thought leader. Fast forward to 2013, however, and BP has not only lost its reputation, but also $54 billion in value. Reputation may be an organization’s most important asset, but its intangible nature may make it the most difficult asset to manage.
The ability to send emergency notifications over any device or platform enables targeted messages to successfully reach and warn large numbers of people about imminent or existing danger, potentially taming an incident or emergency from turning into a crisis or catastrophe. However, every situation is different, and there is no one-size-fits-all solution.
As one client recently noted, "I don't want my company's name in the news because we were able to fly our employees out of a bad situation, but we left our contractors sitting on the tarmac with no way to evacuate." Thinking about Duty of Care only as the small print at the bottom of your travel itinerary won't be enough when a crisis erupts in a foreign country and you don't have a plan to get your staff out safely.
As an auditable standard, ISO 22301 is difficult to envision without significant automation for key parts of the program. Specific features are needed to affordably meet the goals of such a program. This article addresses some of the major areas requiring systems software.
In 2012, Continuity Insights published its first report into the use of social media as a crisis communications tool. This year, we dug a little deeper in an effort to learn more about the industry’s social media strategies. Over 315 participating organizations responded to the survey.
Being proactive embodies the intent to go beyond recovery to identify what information we need on a continuous basis, in order to identify opportunities for competitive advantage in an adverse situation. The target is an improved competitive position that can in fact increase revenues and develop long-term competitive superiority.
We need to embed recognition of culture into our practices and use that knowledge to improve the appeal and relevance of BCM to our businesses. If you cannot understand why others do not share your passion to establish and maintain a viable continuity capability, you need to read this paper.
In the leadup to the11th Annual Continuity Insights Management Conference, April 22-24, 2013 at the Sheraton San Diego Hotel & Marina, Continuity Insights sat down with Ron Martel, Development Executive at IBM Business Continuity & Resiliency Services, to discuss the impact of data breaches and the importance of thinking on multiple dimensions.
In the leadup to the 11th Annual Continuity Insights Management Conference, Lynnda Nelson, President of ICOR, discusses “soft” business continuity issues, why risk management is not a panacea and the business continuity-themed supergroup: Strapperjack!