Implementing business continuity management in a distributed organisation: a case study
This article analyses the findings of a BCM audit of the Medical Research Council’s 26 UK sites, carried out over the course of 2008. Of particular interest is the observed variation in maturity of BCM programmes at the different sites even though each site had had access to the same training, support and consultancy resources over the preceding three years. This variation allows the identification of some underlying drivers of effectiveness in BCM which, it is argued, are of general applicability. Neither author is aware of any similar analysis having been published elsewhere. This article was first published in Volume Three Issue Four of the Business Continuity Journal. To obtain access to the latest version, Vol Four Issue One and all previous issues via the subscriber-only website, click here to subscribe. AUTHORS: Patrick Roberts and Mike Stephens. Patrick Roberts: Following early experience in the British Army and the engineering industry, Patrick began his career in consultancy at Olive Security Ltd. He subsequently moved to Needhams 1834 Ltd and since 2008 he has been a director at Cambridge Risk Solutions Ltd. Mike Stephens: Mike Stephens began his career at the chemistry bench before moving into health and safety management 30 years ago. Five years ago he took on the role of business continuity manager for the Medical Research Council, a Government funded body with an annual budget of £650M per annum. Mike is a Chartered Fellow of the Institution of Occupational Safety and Health and a Member of the Institute of Risk Management.
•Date: 30th April 2010 • Region: UK/World •Type: Article •Topic: BC general |
