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.
If nothing else, the tragedy in Japan has taught us a valuable lesson on how badly things can go wrong. Manufacturers around the globe have been awash with new thinking on how to manage a global supply chain that is, despite better technology, still remarkably delicate.
If social networks are determined to be too risky a medium for the initial transmission of a message, the planner should identify alternative means that are more secure. This could include corporate alerting systems, internal email or even a phone tree. The use of these more secure media, however, does not guarantee that the content of the message will not reappear within social networks.
The information filtering methods used within the field of competitive intelligence are particularly helpful for refining a social networking strategy and using it to generate actionable information — or “intelligence” — for business continuity planning and response activities. This intelligence contributes to the risk awareness of the continuity planning team, identifies experts that can provide guidance and information, and identifies local sources of information that can provide situational awareness in an actual disaster.
Social networking has provided business continuity planners with a valuable tool for communication and information gathering during a crisis. The complexity of these platforms, however, requires that they be leveraged only in conjunction with a clearly defined strategy. The POST method identifies the order of decisions that a company should make in composing its strategy for using social networking technologies.
Brian Tishuk, Executive Director at ChicagoFIRST, speaks with CI about the organization’s unique take on regional resilience, the work done to prioritize internet bandwidth during events such as a pandemic, credentialing and preparations for the NATO G8 summit.