The legal representative from the crisis management teams at the following organizations have been busy:
Live, Late-Breaking and Flooded
Recently, a number of BCP professionals have said to me they are finding it difficult to maintain the support of the senior executives for the business continuity program.
This is pretty common. Executives often feel they have expended a large investment in implementing the BCP program, and it should no longer require large amounts of money, or time, to maintain it.
They fail to understand the BCP is a living, breathing program. It requires changes to it anytime changes are made to the operations of the organization. In addition, contracts they have committed to, for backup sites, off-premises storage, etc. continue in place. As the organization’s business functions continue to grow, or as the organizations products or services continue to grow, so do the requirements for the business continuity program.
Some executives fail to understand that after the business unit’s plans have been documented and implemented, they must be exercised. Exercises cost time and money. They are the basis for the on-going training of business unit personnel, many of who have moved into the business unit recently (and have no idea what their responsibilities are during a crisis, nor how to carry them out).
In my last column, I discussed suggestions on how you can maintain support for the business continuity plan by your senior executives. Unfortunately, I ran out of space. I would like to pick up with more suggestions in this issue.