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Adaptive Business Continuity may deliver value 11 to 18 times faster than traditional BC practices.
By staying with Traditional Business Continuity practices that date back to IBM mainframes and Y2K, practices that have yet to catch up to Lean, Six Sigma, Agile, Management 3.0, and the nature of life in 2018, you are significantly limiting your potential as a BC professional.
An approach that empowered you to be twice or three times more efficient in your professional role would most most certainly warrant some consideration -- one that offered ELEVEN times more productivity, eleven times more value for your efforts, demands attention.
The world is an ever-changing landscape in terms of risk, and as these changes happen, the business continuity and resilience industry must evolve.
The BCI is proud to be a part of this evolution and we are releasing our Manifesto for Organizational Resilience during Business Continuity Awareness Week (BCAW) 2018.
The manifesto positions us within the organizational resilience sphere; not as the ‘know-all’ organization, but as a central point for collaboration across all management disciplines.
The move from Traditional to Adaptive Business Continuity (BC) may be uncomfortable for a number of reasons, but perhaps the most uncomfortable change concerns the general elimination of documentation as a deliverable.
Traditional BC centers almost entirely around documentation. The practitioner begins by obtaining full executive approval, then creates the BC policy document, "the key document that sets out the purpose, context, scope, and governance of the business continuity programme" (BCI GPG p.14). The practitioner then generates an RA, and, from one to four types of BIAs (ibid p.38). The center of the Traditional BC universe is the plan. The job of the BC practitioner is to create the plan, make sure everyone is familiar with the plan, and then update the plan on a regular basis. Tests are then conducted to validate "that the plans are current, accurate, effective, and complete" (ibid p.87). All these documentation activities most likely take place for every department (or process!) within the organization, thus resulting in mounds of proverbial "shelfware."
In stark contrast, the Adaptive BC approach focuses on recovery capabilities.
The world is an ever-changing landscape in terms of risk, and as these changes happen, the business continuity and resilience industry must evolve.
The BCI is proud to be a part of this evolution and we are releasing our Manifesto for Organizational Resilience during Business Continuity Awareness Week (BCAW) 2018.
The manifesto positions us within the organizational resilience sphere; not as the ‘know-all’ organization, but as a central point for collaboration across all management disciplines.
Why we need to agree on our definitions and change our thinking around risk management, business continuity and resilience.
First, this is not about where the responsibility for business continuity should reside within an organization. It is about the responsibilities of the business continuity profession and its practitioners. Lately, I’ve witnessed the practice of risk management begin to take over that of business continuity. Many practitioners promote this alignment and foster the perception that business continuity is simply a part of the practice of risk management. I say this is bad for both disciplines and the organizations they serve.
Are you a Business Continuity Manager or training for the job? Are you ready to keep your business up and running in the face of disruption?
In this second edition of Principles and Practice of Business Continuity: Tools and Techniques, Jim Burtles explains six main scenarios. He promises: “If you and your organization are prepared to deal with these six generic risks, you will be able to recover from any business disaster!”
Principles and Practice of Business Continuity: Tools and Techniques is organized with all the features you need to master business continuity.
Have you begun to question traditional best practices in business continuity (BC)? Do you seem to be concentrating on documentation rather than preparedness? Compliance rather than recoverability? Do your efforts provide true business value? If you have these concerns, David Lindstedt and Mark Armour offer a solution in Adaptive Business Continuity: A New Approach. This ground-breaking new book provides a streamlined, realistic methodology to change BC dramatically.
Get your Business Continuity, Crisis Management and Resilience programs going with these powerful tools and templates for Businesses of all types and sizes – including Services, Manufacturing and Distribution!
Collect information and evaluate your business environment, identify and reduce risks, analyze business operations, analyze alternatives to respond to disruptions, develop a comprehensive Business Continuity Plan, and prepare for and respond to hazards-specific events with The Template for Comprehensive Business Continuity Management to Enhance Your Organization’s Resilience.