Experienced directors are finally seeing the value of creating a business continuity management system as a method of improving their competitive advantage and reassuring customers of their ability to meet contractual obligations. With business failures routinely featuring in the news, isn't it high time that your company joined them?
Business Continuity has emerged in the previous 6 years as an essential element of top-class 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 plan 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 unpredictable market conditions?
Encouragingly there are both business continuity processes and advisors available to help business executives protect their enterprise from the gamut of hazards and threats they face; but how do you take the first step?
First of all you need to document as a board that business continuity is vital to your organization and then put some funding behind that decision.
With resources agreed, you should finalise an achievable schedule for developing your organization's resilience to interruptions and decide the extent of products and services that the business continuity programme will cover to help clarify the work expected from the team that you establish to build your business continuity policies, strategies and plans.
If you lack business continuity expertise within your current staff, you would be advised to search the internet suitable providers who've demonstrated competence in the design and realisation of business continuity management services for businesses of your size.
With your team in place, you'll need to get started by determining your most essential 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 around 20% of activities produce 80% of the benefits that accrue to the organization and their clients so it's sensible to get to grips with these initially.
Once these most important products and services are documented the team needs to look at the teams, facilities and processes that come together to deliver them; including the delivery of raw materials, utilities, staff, data and premises.
With the business processes clarified for each critical product or service, you should identify weaknesses within those processes and figure out how they would affect the quality of supply if they arose.
Once you realise where your business is at risk you can design suitable strategies and plans to moderate the risk of those disruptions arising or their impact: for example if a process depends on availability of electrical power, you might install alternative supplies from DC batteries or portable generators.
The type and range of the strategies and plans you make will be informed by the perceived importance of the product or service and your potential losses you might choose to establish emergency response plans first to reduce the scale of the hazard whilst you work on establishing the degree of resilience that your key stakeholders wish you to put in place to rule out foreseeable disruptions.
Sometimes you can significantly lessen 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 straightforward common-sense.
Make a start today, before circumstances make you wish you had not delayed in making decisions about putting a proper and effective business continuity management organisation in place.
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