CEO Transitions – Succession Planning
Having a plan in place for when a CEO leaves is no longer an option, but an operational necessity.
Having a plan in place for when a CEO leaves is no longer an option, but an operational necessity.
As emerging markets have taken center stage in the global economy, so too have the associated risks. Brazil, Russia, India and China (BRIC) as well as Africa are seeing more growth while the US economy is lagging behind these emerging economies. Therefore, investors are eager to finance mega deals in these countries, assuming that the due diligence has been completed. This is not always the case.
Most people I know in this industry started their careers as Business Continuity Planners by accident. They found themselves in a position at a company where their boss said to them “oh, by the way, in addition to all the other things you have on your plate, I want to you do the business continuity for the organization.” If they are lucky, the company then ships them off to an industry conference to “learn something about it.” Sometimes that helps and sometimes, it just overwhelms them even more.
Since the September 11th attacks on the World Trade Center, tsunami disaster, and hurricane Katrina, there has been renewed interest in emergency planning in both the private and public sectors. In particular, as managers realize the size of potential exposure to unmanaged risk, insuring “business continuity” (BC) is becoming a key task within all industrial and financial sectors.
Disaster recovery (DR) budget preparation is time-consuming, but with the right tools, the budgeting process for disaster recovery and business continuity (BC) programs can be less intimidating.
ABI Research forecasts that the global market for business continuity and disaster data recovery solutions will grow from $24.3 billion in 2009 to exceed $39 billion in 2015.
As a flagship event in the Business Continuity Management calendar, Business Continuity Awareness Week (BCAW) presents a perfect opportunity for practitioners to combine forces and reach out to new audiences.
Businesses of all sizes wrestle with the “what if” scenarios that comprise business continuity planning. What if critical equipment fails? What if our network connection is cut? How much should we invest to ensure that the “what ifs” don’t cripple the business?
Four Philippines IT executives reveal some of the IT adjustments they did as a result of the recent calamities and share strategies in preparing for disasters, as well as the challenges that will be met along the way.
A business impact analysis (BIA) is an important part of a company’s business continuity plan.
An event that disrupts your business, no matter how limited or broad in scope, can undermine your ability to remain competitive—and maybe even to survive. But while disaster recovery planning for your facilities and technology is critical to your business continuity, you also need to fully consider the impact of a disruption on your most valuable asset: your employees.