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New issue of the Business Continuity & Resiliency Journal available

The Q3 issue of Continuity Central’s Business Continuity & Resiliency Journal is now available for download. Continuity Central readers can obtain a 25 percent discount off a year’s subscription if subscribing before the end of October 2012. Use the discount code CCQ3 during the checkout process to obtain the discount. More information on subscribing can be found here.

This 62 page PDF includes the following papers:

Putting ‘management’ into BCM
Author: Ken Simpson
Abstract: This is the third generation of this research project. The first version was presented at the DRJ Spring World Conference (Florida, March 2012) while a significantly revised version was presented at the Australasian Business Continuity Summit (Sydney, June 2012).

The current version reflects further revision on this theme of how to improve executive engagement with BCM.

Three areas of focus are suggested where the business continuity manager could implement changes in their approach and better identify the needs that executives have of the BCM program.

COOP hardening against black swans
Author: Victoria Fineberg
Abstract: Continuity of operations (COOP) and contingency planning activities aim to prepare organizations for disruptive events. While some disruptive events are anticipated based on the operational experience, others are astonishing in their nature, scope, timing, or magnitude. Nassim Nicolas Taleb calls rare, extreme-impact events Black Swans and observes that however unprepared we are for these events, after the fact we concoct explanations of specific occurrences and do not learn general preparedness. This paper reviews published COOP and contingency planning guidance and proposes enhancements based on the Black Swan principles.

Event studies of operational disruptions
Author: Patrick Roberts
Abstract: Explains the application of the event study approach, a powerful quantitative research technique, to operational disruptions; and illustrates the technique with six specific examples. Together, the results of these studies illustrate the enormous cost of operational disruptions and provide a powerful argument for taking steps to mitigate the risk. The estimated cost of product recalls approaches 1 percent of firm value; IT disruptions cost approximately 2 percent and the cost of supply chain disruptions are of the order of 10 percent. The studies also highlight the importance of effective crisis communications and of learning lessons from previous incidents.

Defending our stakeholders: corporate defence management explored
Author: Sean Lyons
Abstract: Discusses the corporate defence management multi-dimensional framework. This provides an organization with a systematic methodology that enables both the vertical and horizontal management of the organization’s defence activities, providing the organization (and its stakeholders) with both defence-in-depth and defence-in-breadth in the process. Functioning properly, it helps to ensure that the organization is fulfilling its fiduciary duties, legal obligations, and moral responsibilities, while at the same time helping to create durable value and sustainable economic performance. Such an approach helps the organization to practically demonstrate to its stakeholders that the institution is taking all reasonable steps to ensure that there is an appropriate programme in place to help successfully defend its stakeholder interests, thereby providing its stakeholders with an enhanced level of comfort and an additional degree of confidence in this regard.
Viewpoint papers:

Saving business continuity programs during an international economic crisis
Author: John M. Stagl
Summary: During times of international crisis and recession, the longevity of the continuity planning operation has less to do with the output of the operation and more to do with the image the operation has with senior management. Senior managers maintain an intangible and intuitive ' intellectual balance sheet' that frequently influences budget decisions and organizational structure. It is therefore very important that business continuity planners know whether senior management views the continuity planning function as an asset or a liability on the intellectual balance sheet; and understands how to position and retain senior management's assessment of continuity planning as an asset.

•Date: 27th Sept 2012 • World •Type: Article • Topic: Advanced level BCM

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