| Paradigm shifts in business continuity Reader comment... With regards to the above article, I agree
with paragraph 4 where you comment: I like to term these "seperate departments" (in the context of your statement) as "Blockers". They like to project or attribute blame i.e. "not my fault - if the IT section had sorted it, we wouldn't have a problem". These "blockers" also idelaise i.e. "somebody will come and save us". Paragraph 9 argues the "snapshot" BIA. Again, I agree that "responsibility should lie with each organisational division and a regular business impact report should be a mandatory r'qmnt of his/her role". The problem is that BCM is simply not at its Gold status - i.e. where it is brought up as an item on the agenda at every Management meeting - embedded to develop that knowledge base - but rarely does this happen. How is it that we, by default, look out for fire evacuation procedures on the back of our hotel door every time we go abroad? It's because of continuous exposure to material / continuous educational activity (feeding the information to our brains slowly, almost by osmosis). In the same way, BC should be a continuous process/partly an educational activity - perhaps via brochures/leaflets and continuous exposure. Interesting read and a very strong website!
Mr. Jagdeep K. Gogna BSc(Hons) Aston
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