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Read Why Business Continuity Must Be At The Start Of Your Board's Quarterly Review To Maximise Survivability In Today's Economy.

April 1st, 2009 | Author: JL

The best directors are increasingly seeing the payback of developing a business continuity management system as a way of improving their commercial advantage and reassuring customers of their ability to meet contractual obligations. With business interruptions routinely dominating in the papers, isn't it time that your business joined them?

Business Continuity has emerged in the previous 6 years as a vital element of top-class management for charitable and commercial institutions of all shapes and sizes.

Over time we are finding large, established organizations go to the wall because they have failed to foresee and plan for large-scale disruption and damage. So what can business owners and directors do to guarantee their firm will weather the storm in these harsh market conditions?

The good news is that there are both business continuity processes and providers available to help business executives protect their enterprise from the broad range of hazards and threats they face; but in what order do you get started?

It's probably best first of all to decide as a board that business continuity is vital to your organization and then put some resources behind that decision.

With resources agreed, you should set-out a timescale for upgrading your organization's resilience to disturbances and agree the scope of products and services that the business continuity programme will cover to help clarify the work expected from the team that you appoint to build your business continuity policies, strategies and plans.

If you lack business continuity expertise at hand, you probably ought to search the internet suitable providers that are proven in the creation and delivery of business continuity management services for businesses of your size.

With your team in place, you'll need to begin by determining your most essential products and services; the things that create most of your revenue or have the largest impact if they are or are not delivered as agreed). Most organizations find that some 20% of products produce 80% of the benefits that accrue to the organization and those they serve so it's sensible to get to grips with these initially.

Once these critical products and services are documented the team needs to look at the teams, facilities and processes that combine to deliver them; including the flow of raw materials, utilities, key staff, data and buildings.

With the business processes mapped out for each critical product or service, you should look for weaknesses within those processes and figure out how they would affect the quality of supply if they happened.

Once you know for sure where your business is exposed you can build pragmatic strategies and plans to reduce the risk of those disruptions occurring or their impact: for example if a process depends on availability of electrical power, you might install alternative supplies from DC batteries or diesel generators.

The make-up and scope of the strategies and plans you establish will be determined by the perceived importance of the product or service and your budget you might choose to establish disaster response plans first to mitigate against the loss whilst you work on building the degree of resilience needed to rule out foreseeable disruptions.

Often you can significantly lessen the probable disruption to your organization's critical activities by thinking through the "what-ifs" so it makes a great deal of sense to do so; whether you are driven by legislation, competitive forces or straightforward common-sense.

Go to it today, before circumstances make you wish you had not delayed in making decisions about putting a proper and effective business continuity management system in place.

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