Making the Case for Business Continuity
Enabling effective business continuity processes across geographically dispersed operations and myriad value chain touchpoints requires that business continuity professionals become an integral part of the process and implement formal performance measures needed to assure internalization of continuity plans and processes often distributed across diverse organizations, lines of business, groups, departments, geographies, and value chain touchpoints. This requires extracting, analyzing and communicating information, internalizing processes, and exercising controls to enable a 360-degree, three-dimensional view of organizational performance when crisis strikes.
See Making the Case for Business Continuity, by Geary Sikich.
About the Author
Geary Sikich is the author of ‘It Can’t Happen Here: All Hazards Crisis Management Planning,’ ‘Emergency Management Planning Handbook’ and, ‘Integrated Business Continuity: Maintaining Resilience in Uncertain Times,’ Mr. Sikich is the founder and a principal with Logical Management Systems, Corp. (www.logicalmanagement.com). He has extensive experience in management consulting in a variety of fields and consults on a regular basis with companies worldwide on business-continuity and crisis management issues.
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A Risk Management Approach to Business Continuity: Aligning Business Continuity with Corporate Governance, by David Kaye and Julia Graham is an important resource to address these issues.
Tags: Business Continuity, business continuity justification, Business Continuity Management
