Examining business resiliency management best practices: How to prepare today for future trends in business resiliency management
Maintaining the continuity of a business was once viewed in the context of ensuring a disaster recovery plan was safely kept in the trunk of our car. Today, however, organizations must address the entire range and level of their exposures.
These exposures include:
- IT disruptions
- Sudden competitive moves
- Consumer demands
- Security threats
- Market fluctuations
- Compliance with numerous government and industry regulations.
To fully address these exposures, risk management, business continuity, crisis management and security professionals need to achieve business resilience to adapt and respond rapidly to threats and opportunities. Business resiliency management (BRM) has evolved to describe the holistic management of these diverse activities.
The main drivers for BRM growth and maturity—around-the-clock service delivery, globalization and increasing operational risk—are expanding the scope of BRM beyond its roots in the IT department. Organizations are forming cross-business, cross-functional programs and showing growing interest in finding a standardized way to manage them. Through standardization and potentially certification, businesses open the possibility of using BRM as a market differentiator, which only a rare few are able to do today.
See Examining business resiliency management best practices: How to prepare today for future trends in business resiliency management, by Linda B. Laun, CBCP from IBM Business Continuity and Resiliency Services (BCRS).
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The relationship between Business Resilience and Risk Management are addressed in the book A Risk Management Approach to Business Continuity: Aligning Business Continuity with Corporate Governance, by David Kaye and Julia Graham.
Tags: BCRS, BRM, Business Continuity and Resiliency Services, Business resiliency management, IBM
