Arrgghhh!!! It’s one of those days! Status reports; we all hate doing them, or at least I’ve met enough people that dislike them it feels like everyone hates them. They have to be created and submitted an inopportune times and get in the way of the job we’re trying to accomplish. However, they are a key tool to communicate what you’re doing; the accomplishments (often overlooked), the current ‘lay-of-the-land’, the risks and issues and where you might be needed assistance from Sr. Mgmt to keep things on track. In BCM/DR it can become a big pain in the ol’…well, you know. This can be because BCM/DR often gets pushed to the backburner so why do a status report to detail activities on something no one really pays attention to anyway, right? Many of the status report being used by organizations are so completely out of touch with reality, they are mostly thought of as negative and nothing but a burden, especially for those that have to populate them week after week. Here’s just a small list of common complaints about status reports.
Well, it doesn’t see like I’ll be quiet about the Ebola virus anytime soon. If you’ve been paying attention to the news you’ll see that Spain has had a few cases and has recently had a nurse test positive for the disease and she was wearing protective clothing. So, is what we have in place good enough? Do the ‘people that know’ actually know how to stop and confine the disease from spreading if the care workers are still catching it? Continue reading
What if there was only a single BCM/DR methodology that all organizations would follow? Would it be able to address the specific concerns of particular industries or generalize to the point where it adds no value? Would it be able to address all situations, all possible scenarios and all industries in all countries? How could any single methodology address every situation and every minute detail; taking into account language interpretation, definitions and culture? Could it be done?
If everything was the same and the same perspectives were leveraged it would make sense for what satisfies the needs of a manufacturer to use the same rationale that suits an insurance company. But that is impossible isn’t it? There are other concerns for a manufacturer has that an insurance company wouldn’t. That’s like saying what is good for one person is good for another. Well, we know that’s not correct because we are all individuals with our own wants, needs, desires…and dislikes. Continue reading
There’s allot of talk of organization’s becoming resilient and how they need to be resilient if they are to compete successfully and respond accordingly to the ever increasing disasters of the world – both man-made and natural in causation. But that begs the question: Can organizations be resilient? In this practitioner’s opinion, yes, they can though it takes more than a single aspect to become resilient.
Many would have you believe that you can buy resiliency off a shelf; a service or product purchased from a firm touting that they can make your organization resilient, as though the procurement of a ‘product’ will make an organization resilient. Well, unless they are a pseudo-psychologist or have a background in leadership psychology, they can’t; at least not completely. Sure, it’s fine to say that Business Continuity Plans (BCP) and Technology Recovery Plans (TRP) et al will make an organization resilient but that’s just not the complete picture. It’s only part of the overall picture.
It’s just not a simple concept – though it would be great it if was. What will make an organization resilient? Is there some sort of magic ingredient that will suddenly ensure that an organization will bounce back from any adverse situation? Well, yes and no. It’s not one single ingredient, it’s multiple ingredients that when combined just so, will help any organization get through difficult situations.
The following sections outline some areas that must be considered as part of the overall resiliency plan if an organization is to become resilient. See which one’s fit within your organization and which items you might want to focus on to improve or instil a sense of resiliency.
1 – Previous Adverse Experiences
Resilient by definition means ‘bouncing back from adversity’ so no one can be resilient if there hasn’t been previous adverse situations that the person / organization hasn’t bounced back from. How is an organization resilient if it’s never had an adverse experience? How can you measure resiliency? What are you measuring against? What has it bounced back from to prove it became resilient? It can’t be because it’s wouldn’t have anything to bounce back from, so how could it ever know it was resilient? It can’t. Of course, some would say that because the organization didn’t suffer badly during a disaster, it was resilient. Well, maybe it really wasn’t a disaster or major crisis, just a well-timed and coordinated response; that doesn’t automatically equate to being resilient.
2 – Plans/Process
It would be ridiculous to suggest that BCPs and TRPs etc don’t help make an organization resilient; of course they do. These are what get opened up and followed (or used as a guide) when the ‘real’ situation occurs. Through consistent validation and testing, amendments are made and they become more and more robust over time; able to deal with a myriad of situations. If the plans are living, validated and leveraged, then the plans will help the organization become resilient. Not just from providing point by point activities but because the validation and the testing that goes on behind them helps instil a sense of accomplishment and progression to those who use them.
3 – Technology
You can set technology functions up in a way that keeps it going even when the power goes out; even when a primary server (or other component) goes down and data/communications are redirected. You can keep the ‘green lights’ on in many ways (too many for this small article). The technology component is the single most discussed area of resiliency, to the point where many organizations believe they are resilient simply if they have a strong technology recovery or IT disaster plan in place. Well, we know that IT is only part of the overall picture.
4 – Leadership
Leaders are usually leaders because they are resilient as a person, not because they have a high profile title behind their name. They have fought there way through the ranks, overcoming obstacles and thought their way through many complex challenges, all so they can be the leader – or a leader – of an organization; a reward for hard work and perseverance. A good leader will give back to the organization and help train others within the organization how to better focus energies and deal with adverse situations.
5 – Culture
Who creates the culture? Leaders, create it. If the aspects noted in #4 are true, then the corporate culture will eventually sway in that direction, even when those that oppose the leader find they have to deal with the new way of doing things or decide to leave for other pastures. We all know what flows downhill when theirs a problem, but if a good leader really is a good leader, then the good also flows downhill. This positive aspect will help
6 – People
People. People are the most important component of resiliency. Without resilient minded people, no organization will ever truly be resilient. Its people that bounce back from adversity and as the old English adage states, ‘Carry On.’ From the org’s leadership right down to the newest person walking through the door. They all must work together to support each other; from the top down to the bottom up. Everyone has something offer in an organization and everyone has a role to play when a disaster occurs.
When all these aspects are combined, then and only then, will an organization have the chance to become resilient. Then, an organization must encounter a situation that tests all these components and that’s when an organization can determine if it’s resilient or not. Once an organization has bounced back and can stand in front of its clients, customers, partners and the general public stating that it has weathered the storm with its reputation intact, that’s when it becomes resilient; not when it buys a product or service off a shelf.
© StoneRoad 2014 (A.Alex Fullick)
Not every business can spend thousands and thousands of dollars on expensive software packages to get their BCM / DR programs off the ground – or has the time to get software configured and ready for use.
Having experienced these challenges first hand, StoneRoad developed a cheaper alternative: we developed document templates for Business Impact Analysis (BIA), Business Continuity Plans (BCP) and more.
Visit the StoneRoad site and go to the Shop section to view the various templates available and get your program moving with a low cost alternative to expensive software! Each template provides instructions on what information is needed so that you can build your program with less fuss – and with more results!
Here’s just a sample of our document offerings:
1) Test Scope Charter Document (Word Document)
2) Business Impact Analysis (BIA) (Excel Worksheets)
3) Operating Unit Business Continuity Plan (BCP) Template (Word Document)
4) Emergency Employee Logistics & Pandemic Plan (Word Document)
5) Test Executive Summary (Word Document)
…and more. We’re adding new templates all the time to help you. We even have BCM & DR books and ebooks available.
So download what you need and get started!
The StoneRoad Team
“Reduce Suffering Through Disaster Planning”
© 2014, Stone Road Inc.
The message about disasters, disaster planning and business continuity is slowly spreading throughout the globe, as we see more and more organizations beginning to realize the value of preparedness and response activities to protect their operations and instil confidence in those they do business with.
Here at StoneRoad, we’ve seen a spike in people asking us questions and seeking advice on Business Continuity Management (BCM) / Disaster Recovery Programs – and we couldn’t be happier.
So we’d like to remind you that there are some great books by our founder, Alex Fullick, that can help provide great insight into how a good program operates – and how it shouldn’t. The books noted below are available on Amazon.com and at our own shop over at www.stone-road.com.
Keep an eye out for the next book by A.Alex Fullick; “Testing Disaster and Business Continuity Plans” expected to launch in the fall of 2014.
Until then, happy planning!!
The StoneRoad Team
© 2014, Stone Road Inc.
We’ve been a bunch of busy beavers here at StoneRoad. We’re very happy to announce that two books by our founder A.Alex Fullick, ‘Heads in the Sand’ and ‘Business Impact Analysis’ are now exclusively available as ebooks at the StoneRoad shop.
Get your copies now using the links below:
Heads in the Sand
Business Impact Analysis
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The StoneRoad Team.
(C) Stone Road Inc, 2014