Business continuity professionals work in a 360° environment and manage in “matrix mode” in order to implement new initiatives to make their organizations more resilient. Throughout that, one of the biggest challenges is managing executive stakeholders as they hold the key to success, whether through funding allocation, resource allocation, or just by influencing the team’s perception of the importance of a given BCP project.Consider this input from Elizabeth Rubino, SVP of human resources and workplace services of QVC, Inc. in West Chester, Pa.: “Our business continuity planning initiative came from the top and, as a result, there was little doubt that it was a priority. In order to ensure that the functional levels understood the importance, though, we engaged senior leaders in each critical functional area and their message truly mobilized the functional recovery managers.” QVC’s experience serves as a blueprint for successful BCP leadership as it leveraged their most
Thursday, 19 April 2012 00:19
Establishing an Effective BC Program Steering CommitteeWritten by FRANK S. NESTORE
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