The winning paper and five short-listed papers are now available to read in the latest issue of the Business Continuity and Resiliency Journal.
Between February and March 2012 Continuity Central and the Business Continuity and Resiliency Journal invited entries for the Business Continuity Paper of the Year 2012 competition, which offered a £500 or $800 prize to the winner.
Papers were judged by David Honour, editor of both Continuity Central and the Business Continuity and Resiliency Journal, and by judges drawn from the Business Continuity and Resiliency Journal’s editorial review panel.
The winning entry was written by Dr. Claudia van den Heuvel and was entitled ‘High fidelity simulation exercises for training strategic crisis management’. We would like to offer our congratulations to Claudia.
Claudia’s paper and five other short-listed papers are now available to read in the latest issue of the Business Continuity and Resiliency Journal. The full contents of this can be seen below. To read the papers subscribe to the Journal. Continuity Central readers can obtain a 25% discount of an annual subscription by entering the code cc02 in the shopping cart.
Pages : 4-14
Author: Dr. Claudia van den Heuvel
Abstract: Crisis management at a strategic level is crucial for determining an organization’s effective response to a dynamic, high risk and potentially damaging incident. Strategic crisis management requires a set of ‘non-technical’ skills that are different to those applied during business-as-usual. These skills are most readily learned, retained and transferred to real life incidents through frequent training using immersive simulation exercises. The design of complex, opaque and dynamic simulations ensures that real-life pressures are replicated and the crisis management team experiences similar levels of stress, uncertainty and risk as in any real incident.
Pages : 15-24
Author: Nicole M. Adams
Abstract: In 2008, an innocuous business trip to Sweden ended in tragedy, devastating the lives of several families and shaking the very foundations of a small business which had been in operation since 1980. With no formal business continuity plan in place how did this business survive against the odds? Nicole Adams describes the crisis management and business recovery process which took place and explains the lessons that were learned.
Author: Tony Schmitz
Abstract: For anyone responsible for crisis management, business continuity, or public relations, understanding the new social media communication platforms is critical. This paper shows both the upside and downside of social media use in the crisis management arena, in particular looking at:
- How social media can help crisis management;
- How social media can create its own crisis.
The paper also looks at how social media may be used to enhance conventional emergency notification tools in the future.
Author: Rainer Hübert
Abstract: The business impact analysis (BIA) has a central and critical role within the management and fulfilment of BCM. This makes it extremely important to critically assess whether it really is structurally able to fill this role. This paper attempts such an assessment and identifies four problems with the BIA as it is normally carried out:
- It does not identify criticality, but more often than not confirms or falsifies pre-selections based on assumed criticalities.
- It requires knowledge and information about processes, which in most cases is not available.
- Part of the impact reported is either guessed or simply left out, because of lack of knowledge at the time the BIA is created.
- The information from the BIA is frequently not plotted against a strategic framework.
Author: David Tickner
Abstract: This paper sets out why planning for the testing of response, recovery or continuity plans in isolation will not ensure that an organization can survive a critical event. The paper not only shows the real challenges but includes a practical component based on examples of a proven, effective and innovative testing technique.
Author: Jayne Howe
Abstract: This paper commences by looking at ways of starting a business continuity awareness programme within an organization, giving advice on how to establish a base line. It then moves on to look at ways of embedding business continuity within the organizational culture, offering advice and ideas in two specific areas: the strategic level; and the tactical and operational levels.
- Results from global business continuity management program benchmarking study
- Power and communication failures were the main cause of UK business disruptions in 2011
- Chartered Management Institute publishes its annual business continuity management survey
- The second Middle East business continuity management survey report
- 2012 business continuity horizon scan.
•Date: 9th May 2012 • World •Type: Article • Topic: BC general