Continuity Insights speaks with Len Pagano, President & CEO of Safe America Foundation, about the advantages of using text messages during a disaster, the lack of awareness surrounding preparedness and how business continuity professionals can use their exercising skills to promote community resilience.
In the leadup to Continuity Insights New York, Doug Weldon, President of the BCI USA Chapter, discusses executive support, the need to have a total understanding of the business and its processes, and Dwight D. Eisenhower’s deep understanding of planning and incident response.
As a consultant, I have had the opportunity to work for some of the largest and most complex corporations in the world. Based on my observations over the years, both positive and negative, I would like to share some ideas that will help bring the two disciplines of BCM and ERM together to achieve real business value and improve loss avoidance.
Donna Arobone, IIG Divisional Contingency Coordinator at Vanguard, speaks with Continuity Insights about why she chose the movie Contagion as a case study in pandemic preparedness, what she would name her band and why Eleanor Roosevelt would have made a good business continuity professional.
At its heart, PS-Prep certification is a very straightforward process: Simply certify to one of the three standards chosen by DHS and you’re pretty much good to go. Unfortunately, PS-Prep is plagued by several technicalities that cause potential adopter’s eyes to glaze over faster than you can say “ANAB-accredited certifying body.” To shed some light on the program, Continuity Insights speaks with Tim Mathews, Director of Enterprise Resiliency at Educational Testing Service, about how PS-Prep can shore up supply chains, the Wal-Mart effect, accreditation roadblocks, and the special consideration for small businesses.
Social media has radically transformed communication. Now anyone can communicate to a group at almost no cost. More importantly, the group can communicate directly to each other at almost no cost. There are no longer the barriers to communication that drove the command and control model, and as a result new forms of coordination have emerged.
Continuity Insights speaks with Ed Gleason, Regional Director with the Department of Homeland Security's Protective Security Advisor program, about the security products and services available to private businesses, the "very real" cyber threat, critical infrastructure and the shift from "protection" to "resiliency."
Many times, infrastructure devices are located in remote locations that are either staffed with non-IT people or totally unstaffed. Remote infrastructure management is a technology-driven method for secure access, control, monitoring and management of a variety of devices installed throughout a communications network.
Louisiana 211 and the United Way are two organizations that are literally in the eye of the storm during natural disasters. Their business continuity plans look to the cloud to quickly scale up their communications and network connectivity to handle the increased volume of callers requesting assistance.
Recovery-as-a-Service (RaaS), which enables institutions to recover data and systems within the cloud, has leveled the playing field for small to mid-sized businesses (SMBs) by providing access to comprehensive and cost-effective disaster recovery services that were once out of reach.
In 1991, the Oceanos cruise ship, carrying 571 passengers and crew, sank in the Indian Ocean off South Africa. The first people to abandon ship were the captain, his senior officers and most of the crew. So who was in command? The tour director. Her emergency team? The band that had been playing for passengers.
The World Congress on Disaster Management (WCDM) kicked off in Toronto yesterday with delegates from around the globe coming together to discuss emergency management and, to a lesser extent, business continuity. Continuity Insights caught up with Gayle Mitcham, Vice President, Risk Consulting -- Business Continuity Practice at Marsh Canada Limited, to discuss how BCM governance is layered on top of existing BCM programs.
Technology has transformed the way we do business and that transformation puts the data center directly into the domain of the business-oriented BCM practitioner because the data center is the largest source of operational risk in any organization. If BCM really wants to make a strong, significant contribution to mitigate risk then the data center is precisely where the practitioner needs to place focus.
The act of buying tangible items is reassuring, quelling our fears with a temporary, albeit false, sense of safety. This coping mechanism for uncertainty makes us feel like we’re taking proactive measures. We might perceive owning cutting-edge products as a reflection of our BCM sophistication, or as physical proof of our resiliency. BCM shopping therapy becomes a pitfall when we rely on products to determine our level of preparedness. Soon, we start believing the more tools we own, the better prepared we are.
Using a management system approach for your BCM program is more efficient than a siloed approach and ties it to other management systems in place in the organization. It can eliminate waste and duplication of services. It embeds BCS into the culture of the organization versus maintaining ownership with a few individuals.