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By David Honour
If you have not yet made your New Year’s resolutions, here are ten things to consider adding to your to-do list.
1) Review your organizational culture
One of the more neglected areas of business continuity management is the need to create a business continuity culture. Not simply a culture of general awareness, where staff know that a business continuity plan exists and understand the reasons for it; but a culture of proactivity towards business continuity. This is the sort of culture where staff have all the information they need to react positively to an incident; the sort of culture where staff take personal responsibility for identifying and reporting risks and see the need to go the extra mile to help implement aspects of the business continuity plan which affect them. What’s your current culture? What is your organizational risk appetite? How do you know your impressions are accurate? What needs to change?
2) Consider benchmarking and measurement systems
The tools are now available to allow effective benchmarking and year-on-year measurement of improvements in the quality of business continuity arrangements across enterprise business units. Standards are available which can be used to compare your business continuity plans and processes with recognized best practice and these standards are all generic, so even if you don’t live in a country which has its own, the existing standards will still be applicable to your organization. If you haven’t read a business continuity standard, resolve to track one down and consider ways in which you could use it to enhance the quality of business continuity management in your enterprise.
3) Look into virtualization
The benefits of virtualization technologies for IT business continuity and disaster recovery purposes are starting to be understood. Make sure you keep abreast of this fast moving area and that you understand the benefits it can bring.
4) Expand your empire
Ten years ago, in 99 percent of companies, business continuity was something carried out within the confines of the IT department. This has gradually changed, but even today, the situation remains the same in many organizations. However, it is widely accepted that to be truly effective, business continuity needs to take an enterprise-wide view. If business continuity is practised only in particular silos within your company, resolve to do what you can to encourage an integrated, organisational-wide approach.
5) Explore the business continuity needs relating to social networking
Perhaps the biggest business development in 2006 was the rise of ‘social networking’ via the Internet and its move from the home environment into the business milieu. Many social networking tools are becoming mission critical for sales, customer support and general business-to-business relationships. Have you considered these areas within your business continuity plan? Many will have considered the potential threats engendered by social networking activities on the corporate network, but the need to provide continuity and availability for these systems is also a growing requirement.
6) Consider potential pandemic threat-cascade problems
2006 was the year when the need for pandemic preparedness planning became widely accepted by the business continuity profession. However, while many plans have focussed on the business itself and on the supply chain; how many planners have considered the scenario of a ‘standard’ business continuity invocation during a pandemic outbreak. Do you know how your recovery facility providers will respond in such a threat-cascade situation? Will your staff be allowed access to work-area seats immediately or will there be some sort of health screening process which will slow down the response? Resolve to explore such issues in 2007.
7) Learn more about how climate change will impact your role
At the end of 2005, climate change was seen by many as an esoteric threat with little relevance to every day business activities. Through 2006 the profile of climate change grew as scientific consensus hardened. Most experts and governments now agree that climate change is a ‘clear and present danger’. And it has business continuity implications. Resolve to understand these and how your company needs to change to address both the long-term and short-term threats that climate change poses.
8) Keep an eye on the software market
Of all the business continuity markets, the software one is the most fast-moving at present. New and enhanced software products to help develop and manage business continuity plans and to assist in the coordination of response and recovery have come thick and fast through 2006. Resolve to monitor this market and to ensure that you are still using the best tools for the job.
9) Consider the business continuity pros and cons of home working
Home working is coming into its own in many countries, as enabling technologies become more and more effective and the demand from employees grows. Home working creates many small single points of failure, which can be mission critical for key employees. It also creates a business continuity web which could be utilised in the event of a disaster. Have you explored the pros and cons of home working from a business continuity point of view?
10) Involve your supply chain
Progressive business continuity managers have identified critical suppliers and customers and have involved them in their business continuity plans. Have you? Every enterprise has a supply chain and within it there will be products and services where disruption to supply would have a huge impact on business continuity. Similarly, most companies have major customers who they need to prioritize during recovery from an incident. Have you identified these suppliers and customers? Have you discussed your business continuity needs and arrangements with them? If not, maybe this should be high on your list for 2007.
Make a comment or add your own resolutions to this list
I think there is an eleventh one:
Become familiar with BS 25999
The British Standard is now out there. People who are not familiar with business continuity will be using it as a reference. Auditors both internal and external will be using it as their benchmark when they come to audit your business continuity. Those buying business continuity services or putting work out to tender will be using it as their reference and will be insisting that work is carried out in line with the standard. Suppliers when asked if they have business continuity in place will be asked if their plans are compliant with the standard. Serious business continuity practitioners need to know the standard thoroughly as it sets the benchmark on how business continuity provision will be judged.
Charlie Maclean-Bristol MBCI
Head of Consultancy
Glen Abbot Ltd
•Date: 3rd Jan 2007• Region: World •Type: Article •Topic: BC general
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