On Tuesday, January 28, 2014, 2.6 inches of snow caused an unprecedented traffic jam in Atlanta, GA. While the ideal situation would have been for the disarray to be avoided altogether, there are some unique lessons that can be gleaned by examining how the day unfolded. Chris Summerrow, CBCP and Director of Business Continuity Management, Corporate Security at UPS, works in Atlanta and witnessed the day’s events first-hand.
Speakers' Soapbox: Kimberly Hirsch Discusses Lessons Learned From A Large-Scale Business Continuity ActivationFebruary 11, 2014 9:56 am | by Jonna Mayberry, Editor | Articles | Comments
In the leadup to the 2014 Continuity Insights Management Conference, ...
There is a certain beauty in working with numbers. In business continuity, we rely on numbers to...
Aon Global Risk Consulting has conducted further research to understand more about...
Almost two years ago, our company started the process to select and deploy a new enterprise business continuity management (BCM) software tool. The intent of this article is to share some of the things we learned in our process and in talking with others who have walked the same path.
Continuity Insights sat down with Tim Mathews, executive director, enterprise resiliency at ETS, an organization that develops, administers and scores more than 50 million tests annually in more than 180 countries, at 9,000+ locations worldwide, to learn more about Mathews’ views on mobile solutions, his best-practice mobile recovery testing tips, and how mobile recovery helped ETS after a real-life disaster.
The first 72 hours of a crisis are critical for any company or organization because the media narrative is set in those first 72 hours, and as a result, so is public opinion. Many companies are just responding to the crisis when media interest is moving on and the public narrative has been set. That is why it is essential to have a crisis communications plan in place.
Driven by memories of 9/11, Jim Burtles pours 10+ years of international research into lifesaving solutions for any facility of any size under extreme conditions. From a review of building materials, floor plans, and architectural conditions, to a precise “how-to” for testing and training the people in charge of an actual evacuation, Burtles leads you step-by-step through the kind of planning that saves lives.
Speakers’ Soapbox: Jake Neufeld On Lessons From The (Super) Storm & The Importance Of Face-To-Face MeetingsAugust 9, 2013 2:49 pm | by Jonna Mayberry, Editor | Articles | Comments
In the leadup to the Continuity Insights New York Conference, October 15-16, 2013, Continuity Insights asks presenters about their chosen topics, critical business continuity skills and hypothetical Central Park statues. This week, Jake Neufeld, Emergency Planning Associate, Memorial Sloan Kettering Cancer Center, discusses lessons learned from Superstorm Sandy and why a plan can be too detailed.
We all know they are out there: the State Association of [insert chosen profession here] or a National Association of…. Did you know there is a National Association of Airline Passengers? You might think there is little value to joining an association. Allow me to share some experience that might change your mind.
Perhaps due to the location of Superstorm Sandy, and the incredibly media-savvy and connected population in New York and New Jersey, social media quickly became the story as images of flooding and damage were immediately publicized. In Sandy’s aftermath, groups discussed some of the lessons learned.
At the first-annual Continuity Insights Chicago conference, David Lindstedt, PhD, PMP, CBCP, Director, Program Management: Office of Distance Education and eLearning at The Ohio State University, presented “Preparedness & Recoverability Metrics: Quantifying Confidence & Assessing Intuitions.” Continuity Insights spoke with Dr. Lindstedt in order to learn more about his topic.
The tragic and sad events of April 15, 2013 near the finish line of the Boston Marathon remind us that we are never far away from terrorism. Business continuity planners should be thinking about the effects of a terrorist attack near their places of work and develop plans to address the threat.
Records show that rail safety is steadily improving, but the month of May unfortunately highlighted the vulnerabilities of America’s railways. These recent derailments highlight the importance of planning for anything and everything.
Being proactive embodies the intent to go beyond recovery to identify what information we need on a continuous basis, in order to identify opportunities for competitive advantage in an adverse situation. The target is an improved competitive position that can in fact increase revenues and develop long-term competitive superiority.
For New Jersey Gov. Chris Christie, leadership often came with an empathetic hug. For New York Gov. Andrew Cuomo, it came with an angry tirade at utilities slow to restore power. For New York City Mayor Michael Bloomberg, it came with cool, businesslike assurance.
There are few places in the U.S. where hospitals have put as much thought and money into disaster planning as New York. And yet two of the city's busiest, most important medical centers failed a fundamental test of readiness during Superstorm Sandy this week: They lost power. Their backup generators failed, or proved inadequate. Nearly 1,000 patients had to be evacuated.
With its corporate ofices in Akron, OH -- within reach of Sandy as it moved inland -- and facilities scattered throughout the Northeast, The Goodyear Tire & Rubber Co. on Monday put its business continuity plans into action. Mike Janko, Manager of Global Business Continuity at Goodyear, provides a snapshot of the company's efforts before, during and after the storm hit.
The suit alleges Stanley Kirk, a 62-year-old aircraft engine technician, wasn't allowed to leave the store and was directed to "an unsafe/improper location." Court records said Kirk lived only three miles away, "or a seven-minute drive," in an area that was not hit by the May 22, 2011, tornado. Of the 161 people killed, at least three died in the Walmart.
Before 9/11 hospitals lacked structured disaster plans and were inadequately prepared to properly respond to large-scale events. They were unable to both handle the surge of patients after a mass casualty event and continue operations after losing powe. In 2005, the catastrophic events of Hurricane Katrina exposed hospital’s insufficient preparations for coordinating with outside agencies.
Spirit AeroSystems never missed a shipping date to Boeing after the Spirit plant in Wichita was hit by a tornado April 14.
As the country buckles up during the first full week of hurricane season, disaster preparedness statistics for the country's 25 million small businesses are stormy ... to say the least.
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.
Past food controversies, such as criticism of trans fats, took years to surface as major public issues, whereas social media enabled the campaign against "pink slime" to quickly attract widespread public attention.
E. Program Development, Methodology & Measurement Track — 2012 Continuity Insights Management ConferenceApril 4, 2012 12:09 pm | by Luke Simpson, Editor | Events | Comments
A listing of Program Development, Methodology & Measurement educational sessions at the 2012 Continuity Insights Management Conference and links to download presentation slides.
I hope the stories out of northern Alabama inspire you to look at how business continuity tools can be used to add value to the products and/or services you deliver.
If you want a thorough explanation of what social capital is (and especially if you are a participant in its creation), then I strongly suggest you read Robert Putnum’s book Bowling Alone.
A recent disruptive event at one of our clients reminded us of the flexibility needed to successfully execute a response in a true disaster. More often than not, documented response and recovery procedures establish a foundation for success, but just as important, achieving response and recovery objectives is driven by the ability of the assigned teams to assess, prioritize, and take action in the midst of confusion and disarray.
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