Experienced directors are finally seeing the value of creating a business continuity management system as a method of improving their competitive advantage and reassuring stakeholders of their ability to meet contractual obligations. With business failures routinely featuring in the business bulletins, isn't it high time that your company joined them?
Business Continuity has emerged in the past 6 years as a necessary element of best practice management for charitable and profit-making institutions of all shapes and sizes.
Progressively we are seeing huge, established organizations go bankrupt because they have failed to foresee and prepare for large-scale disruption and disaster. So what can business owners and directors do to make certain their firm won't come undone in these testing market conditions?
Encouragingly there are both business continuity systems and advisors available to help business executives safeguard their enterprise from the gamut of hazards and threats they face; but how do you take the first step?
The first step is to document as a board that business continuity is essential to your organization and then put some funding behind that decision.
With resources set aside, you should finalise an achievable schedule for developing your organization's resilience to disturbances and determine the extent of products and services that the business continuity programme will cover to help focus the team that you establish to build your business continuity policies, strategies and plans.
If you don't have business continuity expertise within your current staff, you would be advised to search the internet suitable providers that are proven in the design and realisation of business continuity management services for companies of your size.
With your team in place, you'll need to start by determining your most important products and services; the things that create most of your revenue or have the biggest impact if they are or aren't delivered). Most organizations find that some 20% of activities produce 80% of the benefits that accrue to the organization and their clients so it's sensible to begin with these initially.
Once these vital products and services are documented the team needs to look at the structures, facilities and processes that come together to deliver them; including the delivery of raw materials, utilities, key staff, data and premises.
With the business processes clarified for each important product or service, you should seek out weaknesses within those processes and clarify how they would affect the quality of supply if they arose.
Once you realise where your business is at risk you can build appropriate strategies and plans to moderate the probability of those disruptions developing or their impact: for example if a process depends on availability of electrical power, you might install fallback supplies from DC batteries or portable generators.
The type and scope of the strategies and plans you make will be informed by the importance of the product or service and your available resources you might choose to develop emergency response plans first to reduce the scale of the hazard whilst you work on building the degree of resilience that your key stakeholders wish you to put in place to forestall disruptions.
Usually you can significantly reduce the probable loss to your organization's key products and services by examining the "what-ifs" so it makes abundant sense to do so; whether you are driven by legislation, environmental forces or simple common-sense.
Make a start today, before circumstances make you wish you had not procrastinated about putting a proper and effective business continuity management organisation in place.
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