Statistics and scare tactics don’t work; instead the starting point is ensuring that you have a deep understanding of the business landscape, strategies and risks.
By Larry Robert
There are many approaches that business continuity practitioners can take in convincing executive management to allocate funds and resources to a robust business continuity program. Many try to overwhelm with statistics and scare tactics. I believe these actually detract from the program by making sweeping examples that are typically outdated, untrue, and not applicable. Industry statistics, in many cases are either unverifiable, or can be traced back to a vendor that may benefit from the negative information. We owe it to our profession to always strive for accurate, verifiable information when citing examples in support of developing and maintaining a program.
As you will see below, the only way to bring an awareness to senior leaders is to discuss the specific risks to their particular business. Simple, yet very effective. As you develop yourself as a mature business continuity professional, you can bring into the conversation some of your own experiences from actual events and how various solutions either contributed to a quick recovery or further complicated the recovery process.