Responsible directors are increasingly seeing the benefits of developing a business continuity management system as a method of improving their commercial advantage and reassuring stakeholders of their ability to supply. With business disruptions routinely dominating in the media, isn't it high time that your company joined them?
Business Continuity has emerged in the past 6 years as a vital element of best practice management for public and blue-chip companies of all shapes and sizes.
Increasingly we are finding huge, established organizations fail because they have failed to foresee and prepare for significant disruption and damage. So what can business owners and directors do to guarantee their firm will survive in these unpredictable market conditions?
Encouragingly there are both business continuity systems and consultants available to help business executives safeguard their company from the many and varied hazards and threats they face; but in what order do you begin?
First of all you need to document as a board that business continuity is essential to your organization and then put some resources behind that decision.
With resources set aside, you should determine a timescale for upgrading your organization's resilience to disruptions and decide the extent of products and services that the business continuity programme will cover to help focus the team that you appoint to build your business continuity policies, strategies and plans.
If you don't have business continuity expertise in house, you probably ought to seek recommendations from peers and colleagues regarding suitable providers with a proven track record in the creation and realisation of business continuity management services for companies of your size.
With your team in place, you'll need to begin by determining your most important products and services; the things that bring most of your revenue or have the greatest impact if they are or are not delivered as agreed). Most organizations find that about 20% of products produce 80% of the benefits that accrue to the organization and their clients so it's sensible to begin with these initially.
Once these critical products and services are documented the team needs to look at the structures, equipment and processes that combine to deliver them; including the flow of raw materials, utilities, people, data and buildings.
With the business processes clarified for each important product or service, you should look for weaknesses within those processes and clarify how they would affect the quality of supply if they occurred.
Once you understand where your business is exposed you can create suitable strategies and plans to moderate the probability of those disruptions occurring or their impact: for example if a process depends on availability of electrical power, you might install fallback supplies from another switchboard or diesel generators.
The make-up and extent of the strategies and plans you establish will be informed by the importance of the product or service and your budget you might choose to develop incident response plans first to mitigate against the loss whilst you work on developing the degree of resilience that your valued customers wish you to put in place to forestall disruptions.
Often you can significantly reduce the potential damage to your organization's critical activities by spending a few days thinking through the "what-ifs" so it makes a great deal of sense to do so; whether you are driven by legislation, environmental forces or simple common-sense.
Go to it today, before circumstances make you wish you had not procrastinated about putting a suitable business continuity management system in place.
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