There are many obstacles along the sometimes menacing path facing contingency planning professionals, including gaining and maintaining executive support, analyzing potential risks and their impacts, determining the most cost-beneficial recovery strategies, building a robust yet simple continuity plan, and exercising and maintaining an effective planning and governance program. Negotiating each of these potential mine fields requires adept skill, a little bit of luck, and the uncanny ability to keep each piece moving along the business continuity continuum, simultaneously until one day the program can be measured by an organization’s level of resiliency rather than by the ability to recover in a timely manner. The movement along the continuum toward program maturity can be heavily influenced by the organizational placement of business continuity within the organization. This often overlooked aspect has a direct impact on a company’s ability to meet each of the aforementioned “obstacles” facing modern-day contingency planners. A key success
Where Does Business Continuity BelongWritten by Jeff Dato, MBCP
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