Keys to Building a Sustainable Business Continuity Program
Developing a lasting business continuity planning isn't easy. If it were, you wouldn't be on this page right now. But there are few principles that you may find beneficial. Based on working with countless organizations, here's what we advise.
Begin with the long-term in mind
You are wasting your time if you put together a program that you can't cope with over the long-term. That mad rush to develop a bunch of plans and capabilities isn't worth a dime if the plans can't be maintained next year and the year after that. The same is true for the use of technology (i.e., software tools)...don't fool yourself by believing that such tools will absolve you of necessary program maintenance work. Before you do anything related to business continuity or security program development, ask yourself, "what does this mean for us over the next 3 years?" If you can't keep doing it, don't start it...or simplify it so you can.
Keep it simple
Business continuity management can get complex enough, we don't need to pile on unnecessarily. Here's the deal: if your program is to be successful, you need people to support and participate in it. People only support what they understand, so keep things simple and build that support. Remember, others in your organization will likely think about business continuity very seldom, so why make them think too hard? Are your plans user friendly? Have you added vast amounts of data to your plan just because you have it? Are you using "black box" algorithms and weighted criteria in your BIA or Risk Assessment? (if you even use the term "algorithm" we can just about guarantee that you've made things too complex).
Beware of short-cuts
We're sorry to report that, despite what you might have read, there are no short-cuts when it comes to business continuity. The whole idea is to put in place appropriate knowledge, resources, and procedures, and that takes a bit of effort. Think about it: could any athletic squad take the field without having practiced? No. The same holds true here. But there are some techniques that are effective and some that are not. That's a long list, but one example is the use of software as a first step in program development. This isn't a knock on software solutions, but why would you buy a tool to solve a problem you haven't even defined yet? Define and understand the problem, only then will you identify the right tool.
Build executive support
Business Continuity is not...we repeat..NOT an activity that you want to implement as a grass-roots effort. You need some degree of support from your executives. No, you don't need them to become enthusiasts. Face it, these areas will probably never be their hobby. What you want is their recognition that some activities performed by the organization are worth protecting. Just having the executive acknowledgement and green light is essential. It's now your job to educate the executives so you can build on that initial level of support.
Build (and keep) momentum
The truth is that business continuity is not a revenue generator...it is a form of insurance against business disruptions. How often do you choose to think about insurance? As little as possible most likely. Let your programs sit without any attention and see what happens; it'll likely be less than useful. So, if you keep the activities simple, brief, and frequent, you'll find that you can maintain momentum with your stakeholders.
Business Continuity Program Development
Begin with the long-term in mind
You are wasting your time if you put together a program that you can't cope with over the long-term. That mad rush to develop a bunch of plans and capabilities isn't worth a dime if the plans can't be maintained next year and the year after that. The same is true for the use of technology (i.e., software tools)...don't fool yourself by believing that such tools will absolve you of necessary program maintenance work. Before you do anything related to business continuity or security program development, ask yourself, "what does this mean for us over the next 3 years?" If you can't keep doing it, don't start it...or simplify it so you can.
Keep it simple
Business continuity management can get complex enough, we don't need to pile on unnecessarily. Here's the deal: if your program is to be successful, you need people to support and participate in it. People only support what they understand, so keep things simple and build that support. Remember, others in your organization will likely think about business continuity very seldom, so why make them think too hard? Are your plans user friendly? Have you added vast amounts of data to your plan just because you have it? Are you using "black box" algorithms and weighted criteria in your BIA or Risk Assessment? (if you even use the term "algorithm" we can just about guarantee that you've made things too complex).
Beware of short-cuts
We're sorry to report that, despite what you might have read, there are no short-cuts when it comes to business continuity. The whole idea is to put in place appropriate knowledge, resources, and procedures, and that takes a bit of effort. Think about it: could any athletic squad take the field without having practiced? No. The same holds true here. But there are some techniques that are effective and some that are not. That's a long list, but one example is the use of software as a first step in program development. This isn't a knock on software solutions, but why would you buy a tool to solve a problem you haven't even defined yet? Define and understand the problem, only then will you identify the right tool.
Build executive support
Business Continuity is not...we repeat..NOT an activity that you want to implement as a grass-roots effort. You need some degree of support from your executives. No, you don't need them to become enthusiasts. Face it, these areas will probably never be their hobby. What you want is their recognition that some activities performed by the organization are worth protecting. Just having the executive acknowledgement and green light is essential. It's now your job to educate the executives so you can build on that initial level of support.
Build (and keep) momentum
The truth is that business continuity is not a revenue generator...it is a form of insurance against business disruptions. How often do you choose to think about insurance? As little as possible most likely. Let your programs sit without any attention and see what happens; it'll likely be less than useful. So, if you keep the activities simple, brief, and frequent, you'll find that you can maintain momentum with your stakeholders.
Business Continuity Program Development
Atlas Business Continuity Services
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