Business Continuity Journal Volume Two Issue One

Continuity Central has published the second issue of its quarterly subscriber-only peer-reviewed Business Continuity Journal.

The Business Continuity Journal Volume Two Issue One is available in three versions: International, US and UK. Subscribers can access all versions and all previous versions of the Journal via the Business Continuity Journal website.

Abstracts of papers in the new issue are as follows:

PEER-REVIEWED PAPERS

Beyond competence: identifying and understanding non-technical competencies for crisis management team members

Author: Lorna Anderson

Abstract
The study of competence in a business context usually relates to behavioural outcomes, judged against a set of agreed criteria (Spencer & Spencer, 1993). Business usually examines competence as “how well an individual performs in their role”, it does not normally look at how an individual’s competence level can be cultivated and developed towards expertise.

This paper describes the research undertaken over three inter-related, triangulated studies, throughout 2006, to look holistically at existing studies in competence and expertise from a performance psychology perspective, in an attempt to identify essential and non-technical competencies for crisis management team members (CMTM).

Using the competencies as a basis to explore expertise and its development in a business environment, the research provides a theoretical model for the development towards competence and beyond, proposing an integrated expertise framework.

Human factors in business continuity management and response

Author: Peter Barnes

Abstract
Only very rarely do business continuity plans take adequate account of the most significant variable of all – the people issues that will affect the firm’s ability to function in a disaster. Every company will, at some time or in some context roll out the cliché that 'its people are its most important asset'. Yet ask those responsible how the composition of these ‘most valuable assets’ has been factored into their business continuity arrangements and most will find it difficult to come up with a satisfactory answer.

Certainly they will say how important their people are in terms of the roles to be performed on activation of crisis response or recovery plans and most companies will report how they have followed ‘best practice’ and have appointed alternates to each key role in their team structures. But almost all plans contain an assumption that the key people identified to populate their teams will be both available and will have the wherewithal to function to their normal capability following the disaster event. When this area is probed more deeply, few are found to have really addressed the issue of the impact of a disaster event on the people upon whom the otherwise carefully planned response is dependent.

Various factors need to be considered when developing BC plans for human resources:
• The emotional factor;
• The practical / logistics factor;
• The ‘communication’ factor;
• The ‘real disasters are not as much fun as exercises’ factor;
• The ‘in a crisis I revert to my roots’ factor;
• The accountability factor.
The above factors are explored and some key principles are recommended for consideration that might be factored into the business continuity framework to address them.

Understanding analytical frameworks in crisis management

Author : Ed Eaton

Abstract
Several specific analytical frameworks have been identified that can be useful for crisis management teams to use in assessing a situation. These analytical frameworks can be used as a way to view the various aspects of any crisis of incident with the aim of discovering blind-spots and challenging assumptions.

This paper looks at six different analytical frameworks:
• Outcome analysis
• Control analysis
• Time-phased analysis
• Aspects analysis
• Stakeholder analysis
• Intent/impact analysis
Each is examined to define the tool and to determine how it can be used. A case study is offered for each framework to show how it can be applied to an actual crisis.

Popular business continuity myths explored

Authors : Geary W. Sikich and John Stagl

Abstract
In the first of a series of three papers Geary W. Sikich and John Stagl put forth arguments to dispel what they feel are the ten most popular business continuity myths. The authors intend to open a discourse that will enhance the practice of business continuity and create fertile ground for greater acceptance in the corporate world.

This paper explores the first three business continuity myths:
• Business continuity plans focus and function is helping businesses be resilient in the face of significant disruptive events.
• The BIA is the foundation for business continuity.
• Getting senior management support for business continuity is difficult.

‘Continuity risk appetite’: what it is and why it is important

Author : John Robinson

Abstract
John Robinson looks at the subject of risk appetite, explaining the concept and introducing the term ‘continuity risk appetite’ to highlight its use within the business continuity profession.

The concept of risk appetite has long been recognised in the insurance and financial sectors and more recently as a component of operational risk management. Various definitions exist and most reflect a common-sense interpretation along the lines of “the amount of risk a person, group or organisation willingly accepts”. Continuity risk appetite (CRA) is an extension of this but restricts the definition to the potentially catastrophic risks addressed by business continuity managers.

This paper presupposes that few, if any, organisations manage continuity risks in this way and explores the potential benefits it might offer along with some of the practical barriers to its use.

The rising tide: climate change and business continuity

Author : Rebecca Ellis

Abstract
There is a growing consensus, based on mounting evidence, that human activities are accelerating climate change. Understanding what this might mean and how we should be preparing for it should be a key concern for organisations in the 21st Century.

The role of government and the international community, through the commitment to conventions such as the Kyoto Protocol and other legislation designed to reduce carbon emissions and improve the current prognosis, will play a vital role. Guidance and reliable data such as the recent Stern Report, to inform decision making will also be pivotal.

What might this mean for our existing business continuity planning frameworks and how should we be preparing for potential climate change threats?

This paper considers and discusses in detail the issues relating to climate change from a business continuity perspective, including potential implications and impacts, and recommended planning considerations.

BUSINESS CONTINUITY STATISTICS

Research roundup

A brief summary of commercial and academic business continuity research which has been published between October 2006 and February 2007.

To subscribe to the journal and read the above papers visit http://www.businesscontinuityjournal.com

•Date: 2nd March 2007• Region: World •Type: Article •Topic: BC general
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