Increasingly complex operations have resulted in a proportional expansion in the volume of priorities to be juggled across an enterprise. With the level of resources needed to keep up with day-to-day requirements it is growingly more difficult to ensure that potential threats get sufficient attention. So further goes the challenge of those tasked with insuring operational resilience through activities that consume time and energy with seemingly no near term pay off. For environments in which there is limited tolerance for disruption resilience should itself be a well-established priority: something that needs to be done, not done as time permits. It needs to be on the A-list, embedded in the fabric of essential processes, a necessary component rather than a desirable accessory. In many organizations, resilience is a collection of activities that get inserted into plans that were established without giving it consideration. For example there is documentation, testing, and awareness, all initiated
Monday, 13 January 2014 22:59
Holistic Approach to Business ResilienceWritten by RICH COGLIANESE, CBCP, ITIL
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