Roberta J. WittyWhile on Wall St. in the mid-90s, the nickname my trading floor senior executive gave me was the “Fire, Flood and Bomb Lady”. Ouch! I’ve come a long way as they say, and so should every manager responsible for business continuity starting now.
At the NEDRIX Winter Conference last week, discussion focused on how to take the results of the BIA process and get management’s attention – the implication being that they don’t really “get” recovery and continuity efforts. Why would they when much of the focus to date has been on gloom and doom; or we attempted to use complicated standards and frameworks that aren’t always intuitive to the business.
If you want to get management’s attention and continued buy-in, Start thinking like a business operations manager. One way to do that is by taking the wealth of business process information – minimum resources, dependencies, outage impact - in your BCM planning software tool (the only place in the entire enterprise where this stuff exists) and show them how their business works; show them how they could streamline business processes and remove cost by eliminating redundant processes and assets. NOW you’ll get their attention and be on your way to true business resiliency.
Take a look at Gartner’s Hype Cycle for Business Continuity Management to find the right BCM planning tool for your enterprise.
How have you gotten business buy-in for your business continuity management program?
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Category: BCM and IT DRM Research Coverage Tags: Availability Risk, Backup and Recovery, BCM, BCP, BIA, Business Continuity Management, Business Continuity Planning, Business Impact Analysis, Business Resiliency, Contingency Planning, Continuity of Operations, COOP, Crisis Management, Data Protection, Disaster Recovery, Emergency Notification, Emergency Preparedness, Incident Management, IT Disaster Recovery, Mass Notification, Operational Risk Management, Pandemic Planning, Recovery Planning, Recovery Plans, Resiliency, Risk Assessment, Workforce Continuity
