After a short but sweet two years in the role of editor at Continuity Insights I’ve decided to resign from my position in order to pursue new challenges. Working in this role has been incredibly rewarding, but when life presents opportunities we are forced to make these tough decisions.
In our business continuity/disaster recovery world, we often are caught up in a “one-size-fits-...
Companies are putting ever-more emphasis on return-based decision making. Learn three basic ways to...
Let's Make a Difference Today The bright sun was rising over another beautiful Arizona morning as the Continuity Cares volunteers piled into the vans that would take us to Saint Peter?s Indian Mission School, the site of this year?s volunteer effort. Bolstered by coffee and Red Bull, we spoke about the day, each of us wondering what it might bring.
In fact, the need for preparedness is greater in times of economic uncertainty. When an organization is flush, a “little” disruption (product recall, computer outage, customer service faux pas) might be shrugged off. However, in tough times that little disruption could be the camel-breaking straw.
The Disaster Recovery Institute International (DRII) defines RTOs and RPOs as follows: Recovery Point Objective (RPO): The point in time at which data must be restored in order to resume processing transactions. Recovery Time Objective (RTO): The maximum acceptable length of time that can elapse before the lack of a business function severely impacts the business entity. The RTO is comprised of two components: the time before a disaster is declared, and the time to perform tasks (documented in the disaster recovery plan) to the point of business resumption.
The list of natural and man-made disasters that businesses have had to contend with has increased dramatically in the last few years. Disruptions resulting from these disasters have rippled across just-in-time supply chains, shaken entire industries, and taken their toll on employee, customer, and partner relations.
Current educational programs in the field of business continuity (BC) planning are confronted with a problem of semantics. The old school educational effort associated with "disaster recovery (DR) planning" was oriented to internal processes that were going to be needed after a disaster. This information was identified by an internal survey of department managers. This same protocol is being used to try to construct business continuity plans.
While there's no silver bullet, there are some characteristics that successful professionals share. Documenting these behaviors is intended to fuel your self-reflection, thought process, and discussion among friends and colleagues with the ultimate goal of motivating you to become an even more effective contingency planning professional.
On April 22, I went on a two-and-a-half hour bus tour called the "Road to Recovery" through the areas of New Orleans that were most devastated by Hurricane Katrina, including the Lower 9th Ward, Lakeview, and Bernard Parish. The tour was offered as part of the 2007 Continuity Insights Management Conference. Things are slowly getting better, even from when I was there this past January.
In the 1899 classic, A Message to Garcia, Elbert Hubbard described the travails of Rowan, a soldier with the United States Army during the Spanish-American War. Rowan is tasked by President McKinley to deliver a message to General Garcia who is somewhere on the island of Cuba. After an arduous and danger-filled three-week journey, Rowan does in fact deliver the message and re-emerges on the other side of the island a success.
For some time now, we in the business continuity profession have read and heard countless dissertations on how to develop and calculate a positive return on investment (ROI) to justify the business continuity planning effort within our companies. I believe it is time to get rid of the smoke and put the mirrors back in the cabinet in order to look at this question in a slightly different manner.