At the 2012 Continuity Insights Management Conference, Mike Keating, VP of BCM at Reinsurance Group of America, explains that the value of ISO 22301 for his organization is not in certification but in the common language it provides business continuity professionals around the world. ICOR's Lynnda Nelson compares BS 25999 to ISO 22301, highlighting the changes to terminology such as MTPoD.
Over the past ten years, the events of 9/11, Hurricane Katrina and other major disasters have had a huge effect on the way businesses approach business continuity. Experts from Microsoft, Goodyear, Avaluation, BC Management, Reinsurance Group of America and the Emergency Mangament Academy talk about what they think are the most significant changes.
CI speaks with industry experts, including member of the Continuity Insights editorial advisory board, about the biggest mistakes made by business continuity professionals when formulating continuity plans.
How do you measure the effectiveness of your program? How do you know that what you’re doing is really working and that your organization (and those upon whom you are dependent) is truly prepared?
Continuity Insights' editorial advisory board members discuss BC industry news and answer reader questions.
Take a look back and then a look forward. What were the significant industry events and advancements of 2010, and what do you predict will happen to BCP in 2011?
With the anniversary of 9/11 just passing, I’d like to know what you think we’ve learned and improved based on that experience and, more importantly, what we should have learned or improved but didn’t.
As PS-Prep is creeping along, what we’re all wondering is will it somehow become mandatory (by state, by industry, by federal law)? I know that you don’t know, but I’m interested in your take on it. Do you think it will be mandatory someday, someway? And if so, would that be a good thing or a bad thing?
MUST ... DEMONSTRATE ... RETURN ... ON ...INVESTMENT. Until we can develop some realistic, replicable, and recognizable quantification of our value (The “3 R’s” of value), we will always be seen as a cost center. That should be the main industry focus for the next three years. Let’s use terrorism as an example.
What did you take away from this year’s Continuity Insights Management Conference? How will you apply those lessons learned to your program or practice?
The BCM profession has changed tremendously since then. Many of you can say that you never strived to become a business continuity professional, but I wonder how long that trend will continue. The increasing collegiate degrees are attracting a growing number of students. The industry is gaining increased visibility through periodicals and media.
No, absolutely not. H1N1 is nothing like Y2K for many reasons. There is no doubt that H1N1 has been moderate so far, unless you have been sick or had a family member become sick or perish from the virus. A friend of mine described her week of suffering as the "worst I have ever felt" in my lifetime. There have been many children and adults that have perished as a result of the flu. Y2K was a non-event. H1N1 is certainly an active event that will continue for some time to come.
This month, we took a slightly different direction and asked our advisory board to review the "Eighth Annual BCM Study" from BC Management, and then answer the following question: What are the top five most important conclusions you can draw, or "A-ha!" moments you had, when reviewing the survey results?
In this issue: There's been lots of talk about "elevator pitches" lately. Do you have one? Do you have more than one? What do you say and for how long? When do you use them? Who do you approach and how? How do you not make it seem like a cheesy bar pickup? Does this approach work for you? What have you gotten out of it? And have you ever really given an elevator pitch in an elevator?
How can business continuity professionals leverage social networking outlets (YouTube, Twitter, FaceBook, MySpace, etc.)?February 28, 2009 7:00 pm | by CI Staff | Articles | Comments
I have always believed that if you want to gain knowledge or standing, you need to surround yourself with those who are where you want to be. I believe that some of these Internet sites might gain you fractions of knowledge, but recommend that we continue to seek advice from those that have actual field experience and good standing in the industry.
Within the emergency management department at Wal-Mart, we have a preparedness section. This team is responsible for all crisis training, education, exercising and AWARENESS programs. We all know that communication is important, but I never realized (before this role) how important marketing, messaging, and targeted communication were. This part of my team really focuses in on what to say, how to say it, and when to say it. If people hear the message all the time, they tend to become immune to it and it is no longer relevant.
We all agree that BCP needs to be brought to the attention of senior executives. But when we get the chance to present our progress to executives, we don’t often get the “Wow!” response we were hoping for. What needs to be on an executive’s BCP dashboard? What do they really need to know about BCP?
Multi-national firms have a need to share information on their employees typically contained in BC plans that some data privacy and employment laws may prohibit from crossing borders. How can BC professionals ensure that their plans are complete and don't break the law?
Globally, the business continuity industry still lacks a common reference standard, but benchmarks and maturity models are emerging that will provide a framework for this type of communication. In the meantime, start by establishing controls within your organization - a central person or group should handle client and prospect requests. Speaking with one voice about your continuity program is as critical during normal business as it is during a disaster.