In so many cases, business continuity planners are recruited and hired within the information technology (IT) department. To their credit, IT understands the requirements of the planner’s role oftentimes better than the organization at large. The need to develop, document and exercise contingency plans for the possible interruption of technology services is no longer a “nice to have” in the eyes of the savvy CIOs. It has become as much a part of the department as deployments or routine service. So as IT has evolved to greater levels of preparedness, why do they continue to shoot themselves in the foot in terms of driving this level of preparedness across the organization? Why do they continue to expect their planners to focus on only a part of the problem and leave the rest of the company to fend for themselves? What level of preparedness can they really hope to achieve if
Can the Cart Drive the Horse?Written by PATRICK RIDDER, MBCP, MBCI, CHPCP
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