Getting management attention and investment commitment for BCM can be hard. Linking key performance indicators to key risk indicators for resilience is an effective approach for communicating to business management the value of business continuity and resilience management, so that business management takes ownership of these programs and commits to the needed investments year over year.
You need a management champion, and that’s where key business performance indicators come into the picture. If you translate availability/resilience risk to on-time delivery, supply chain performance, R&D success, customer retention and so forth – leading indicators of future business performance, then management can understand the impact to the business of a risk being exploited. It’s an educational and iterative process – few get it out of the gate unless perhaps they have been personally involved in a prior event.
BCM has to move from a FUD operation to a business enablement operation – tying risk to performance is the way to get there.
Read my latest research note “A New Approach: Obtain Business Ownership and Investment Commitment for Business Continuity and Resilience Management Through Key Performance and Risk Indicator Mapping” – free to clients or for a fee to non-clients: http://tinyurl.com/yjfcmpz .
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