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.
In January 2011, Australia's third-largest city came to a standstill when torrential rains caused the Brisbane River to burst its banks and flood much of the CBD and surrounding suburbs. Bryn Orr and Alem Saric, Emergency Management Consultants at Trimevac, speak with Continuity Insights about the level of preparedness prior to the floods, recovery efforts, lessons learned and the shark that was spotted on a suburban street.
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.
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.