Six Drivers and Ten Principles: An Introduction to Adaptive Business Continuity
It focuses the discipline and its practitioners on proven practices and away from outdated and ineffectual “best” practices. Join author, speaker, and unconventional business continuity thought-leader David Lindstedt as he presents Six Drivers and Ten Principles: An Introduction to Adaptive BC, an in-depth discussion that explores the ways in which Adaptive BC better equips continuity practitioners by enhancing their ability to limit potential damage to organizations’ brand, capital, functions, and revenue following an incident or disaster. Continuity Insights will be hosting this complementary webinar on Thursday, January 17, 2019 at 2:00 p.m. ET. Register here to learn more about this critical topic:
Business Survival Blog
With the heavy scrutiny that crises bring, even the terms you use can have an impact. When the time comes to phase down the crisis response, avoid using the terms disengagement or deactivation. De-escalation implies that the team is phasing down to “watchful waiting.” This means that the team will remain vigilant for any developments that might rekindle the crisis response. To disengage or deactivate implies that the team is no longer monitoring the aftermath of the crisis. You don’t want to appear negligent due to premature disengagement when a monitored de-escalation of the crisis aftermath would be more defensible and sensible.
How Can Enterprise Security Risk Management (ESRM) Help Your Security Program?
Find out now with your FREE Chapter!
- Explore how security has traditionally been viewed both inside and outside of the security profession.
- Understand how ESRM can change the perception of security in your enterprise to help you better communicate the value of security risk management.
- See how ESRM is the best methodology to meet the changing global security risk climate.
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Creating a Culture of Cybersecurity
Even the best made cybersecurity governance programs cannot predict every situation that should be guided by a principle or policy. At some point, you will have to rely on the employees of your organization to do the right thing. How do you train every employee to do the right thing every time? The answer is you cannot; no amount of training will accomplish this. What you must do is change the culture of cybersecurity over time where doing the right thing becomes intuitive. Training will help, but is not the sole answer.
Common Root Cause Investigation Problems and Solutions
The following are typical reasons why most root cause incident investigation programs fail to live up to the organization’s expectations, from the book Root Cause Analysis Handbook: A Guide to Efficient and Effective Incident Investigation.
There Is No Business Driver to Change
If the organization is performing acceptably with its current practices, then there is no significant driver to get personnel to change from their current behavior. The organization and the individuals in the organization need a reason to change, as most people do not like change. Investigating and learning from mistakes usually requires a change in the organization’s mind-set or behavior, and a powerful reason is needed to drive such change. This driver must be clearly tied into the rollout of the Root Cause Analysis (RCA) program.
Get your free chapter on Governance in the Resilient Organization from the book Principles and Practice of Business Continuity Tools and Techniques, by Jim Burtles.
In the first 15 chapters of Jim Burtles’ book, you learn how and why you might approach the development and delivery of a successful and effective business continuity (BC) program. This process has involved exploring the tools, techniques, and products.
By now, you should be in a position to practice this discipline in a professional manner, and this book has focused on the detail level at which BC is expected to operate and prove to be beneficial. Now, in this chapter, intended for both the experienced BC practitioner and a person entering the profession, you have a chance to look upwards and outwards to see where BC fits within your organization’s hierarchy and how it might filter upwards and penetrate downwards, as BC is integrated into your corporate culture.
In 2018, some of the cyber risks and vulnerabilities to America’s election infrastructure are no longer hypothetical. Whether in revelations about the extent of meddling in the 2016 presidential election or in proof-of-concept hacks by researchers testing for weaknesses, there are documented vulnerabilities throughout the system.
I’m looking forward to attending the Continuity Insights conference in New York City on Monday, October 22, 2018.
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– Philip Jan Rothstein, FBCI
Bruce T. Blythe counsels these Five Guiding Crisis Leadership Principles in his landmark book, BLINDSIDED: A Manager’s Guide to Crisis Leadership.
Your organization may want to add to this list. For example, if you are in an industry that can cause environmental damage, protection of the environment may also be one of your guiding principles during crisis response. In a pharmaceutical company that conducts testing on laboratory animals, your guiding principle may be to endorse animal rights laws.
In any case, guiding principles for crisis response that are established prior to your next critical incident can be a crisis leadership roadmap throughout the organization for strategic crisis decision-making. Following these five principles can help crisis managers overcome unrecognized character flaws that can emerge when blame, chaos, high-consequence threat, and other stress-inducing situations are involved.