Spring World 2018

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Fall Journal

Volume 30, Issue 3

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When effective managers are building any kind of program or looking to enhance a current program, one of the questions they ask is, “What do successful programs have in common?” Establishing a business continuity or IT disaster recovery capability is no different. There are common elements that successful programs share. I will briefly describe just four of these elements here.

As business continuity planners, we know the importance of protecting our organization. But will everyone in the firm agree with that assessment? Will they back a business continuity plan? It is hard to achieve proper levels of protection without having full commitment from all involved.

Developing a corporate business continuity program is a function of wide-ranging and critical operational concerns, including the need to drive higher revenues and profits, control costs, respond to increasing regulatory issues, and plan for unpredictable business disruptions or catastrophic disasters.

Beginning with Sept. 11, 2001, the premise that a disaster is “a low probability, high consequence event” has become redefined in reality as “a high probability, very high consequence event.”

Everyone in the business world seems to be having to do more with fewer human resources on a smaller budget. We no longer have the luxury of hiring additional staff or consultants to implement or improve upon our business continuity/disaster recovery programs. The Generally Accepted Business Continuity Practices (GAP) document could be the extra hand you need to get your job done within your time and budget constraints.