Informational Update For Thursday, October 13, 2011
Building a Resiliency Program
Wednesday, October 19, 2011 at 2:00 PM
All organizations face risks. Exposure to risks can lead to a drop in productivity, decreased cost effectiveness, reduced quality, damaged reputations, and lost earning potential. Your Risk Management effort should focus on identifying vulnerabilities and prioritizing mitigation efforts based on both perceived consequences and cost-benefit analyses.
Residual risks - what remains after mitigation efforts - are the focus of Business Continuity Management (BCM). The traditional BCM lifecycle (Risk Assessment, BIA, Planning, Testing and Maintenance) often yields a plan centric approach to BCM.
Plan-centric BCM, using scenarios or other narrow-focused formats, may satisfy audit and compliance requirements, but rarely produces actionable plans that are viable during a real disruption.
Business Continuity's role in Supply Chain Resilience
Written by Charlie Maclean-Bristol, MBCI, FEPS
Until relatively recently, business continuity management for most companies focused primarily on the risks associated with IT failure or the loss of a building. The increasing reliance upon outsourcing in a more global business environment, however, has pushed supply chain risks firmly onto the business continuity agenda.
2012 Study on Business Continuity Preparedness
Participate in the fifth annual Disaster Recovery Journal and Forrester Research joint survey. Your participation will help the Disaster Recovery Journal and Forrester build a repository of industry statistics to track trends, challenges, and requirements in the crisis, business continuity and disaster recovery management markets.
If you complete the survey, we will send you a complimentary Forrester report as a thank you for your participation!