Integrating Resiliency As A Strategic Priority
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Integrating Resiliency As A Strategic Priority Presentation Transcript

  • 1. Integrating Resiliency as a Strategic Priority: Seven Guiding Principles to Bring Your Program to the Next Level
  • 2. Our Aim
    To share Seven Guiding Principles that can help you make your business continuity and emergency management programs a strategic priority.
  • 3. Outline
    • The Need - Background and Observations
    • 4. The Audience - Who the Principles apply to
    • 5. The Principles - Presenting the 7 Guiding Principles
    • 6. Wrap Up, Questions, and Discussion
  • Observations
    • Many organizations have sound individual plans but lack synergy between them, sometimes resulting in a disjointed and potentially ineffective program
    • 7. Gaps between BCM/EM programs and strategic goals of the organisation
    • 8. Often focus is on compliance vs. competitive advantage
    • 9. BCM and EM practitioners struggle to obtain senior management and/or middle management support
    • 10. Business Continuity and Emergency Management is not adequately leveraged within organisations
    • 11. BCM and EM viewed as a cost centre not a value driver
    13
  • 12. What does it all mean…
    Continuity is not a strategic priority
  • 13. What is Resilience from a Strategic Perspective?
    • Business resilience is about capability to prevent disruption and mitigate risks associated with failure to meet objectives
    • 14. Can mitigate significant strategic and operational risk
    • 15. Encompasses people, processes, and technology
    • 16. Is required for any organization offering continuous or a high level of customer service
    • 17. Is about maintaining a competitive advantage before, during, and after a major event
    Note: These are strategic business and community issues
  • 18. Who Do These Principles Apply To?
    • Those responsible for business continuity and IT disaster recovery
    • 19. Emergency Management Professionals and Staff
    • 20. Executives and Senior Management
    • 21. Risk Management Professionals
  • The Seven Principles
    #1 Integrate your program and link it with risk, performance improvement, and other business programs
    #2 Identify, engage and manage key stakeholders
    #3 Understand the business operations (and cost of not having resiliency) through comprehensive analysis and risk assessments
    #4 Identify and support the needs of senior management
    13
  • 22. The Seven Principles (continued)
    #5 Emphasize the strategic aspects and value proposition of your program – how it protects people, reputation, cash flow, customer service
    #6 Customize and “size to fit” – Apply best practices but tailor your program to fit the structure, culture, and budget of your organization
    #7 Focus on people, process, technology and brand protection throughout response and recovery
    13
  • 23. # 1 Integrate Your Program
    Integrate your program and link it with enterprise risk and/or other business programs
  • 24. CRISIS MGMT.
    ERP
    Integrate Your Overview
    Emergency Response Plan and Program
    Crisis Management
    BCP
    DRP
    IT Disaster Recovery Plan and Program
    Business Continuity Plan and Program
  • 25. Business
    Crisis
    Business
    Disaster
    Enterprise Risk
    Continuity
    Management
    Continuity
    Recovery
    Management
    Planning
    Recovery
    People
    Risk Assessment
    Risk Assessment
    RM Optimization
    RM Optimization
    Response
    Resources
    Infrastructure
    Risk Monitoring
    Risk Monitoring
    Management
    Continuity
    & Coordination
    Procedures
    Applications
    Data Recovery
    Process
    Risk Response
    Risk Response
    Crisis
    Disaster
    Emergency
    Technical
    Location &
    Communication
    Business
    Interim Business
    Integrate Business Resilience with other Programs
    • Do not try to “go it alone”
    • 26. Integration does not necessarily mean organizational redesign
    • 27. Risk Management is a logical link but select what works best in your organization
    Integrated Program
    Business
    Business
    Crisis
    Crisis
    Business
    Business
    Disaster
    Disaster
    Enterprise Risk
    Enterprise Risk
    Continuity
    Continuity
    Integrated Program
    Management
    Management
    Continuity
    Continuity
    Recovery
    Recovery
    Management
    Management
    Planning
    Planning
    EVENT
    EVENT
    People
    People
    Risk Assessment
    Risk Assessment
    Recovery
    Recovery
    RM Optimization
    RM Optimization
    Resources
    Resources
    Infrastructure
    Infrastructure
    Risk Monitoring
    Risk Monitoring
    Response
    Response
    Continuity
    Continuity
    Procedures
    Procedures
    Applications
    Data Recovery
    Applications
    Data Recovery
    & Coordination
    & Coordination
    Management
    Management
    Risk Response
    Risk Response
    Process
    Process
    Crisis
    Crisis
    Disaster
    Disaster
    Emergency
    Emergency
    Technical
    Technical
    Location &
    Location &
    Communication
    Communication
    Business
    Business
    Interim Business
    Interim Business
    Post-Event
    Pre
    -
    Pre-Event
  • 28. Integrated Resilience Functions
    Example from our professional services firm
  • 29. # 2 Engage Key Stakeholders
    Identify, engage and manage key stakeholders
  • 30. # 3 Understand the Business Operations
    Conduct frequent and comprehensive analysis and risk assessments to fully understand business operations and cost of not building resiliency
  • 31. Understand Your Business
    Program Implementation
    Training
    Threat,
    Vulnerability, Risk Assessment
    Benchmarking
    Elements of a Resilient Program
    Response
    &
    Recovery
    Business Impact Analysis
    Program Maintenance
    Plan Development
    Recovery
    Plan Testing Strategy
    Planning
  • 32. Recovery
    Plan Testing Strategy
    Planning
    Understand Your Business
    An effective continuity program begins with understanding the business
    Program Implementation
    Training
    Threat,
    Vulnerability, Risk Assessment
    Benchmarking
    Elements of a Resilient Program
    Response
    &
    Recovery
    Business Impact Analysis
    Program Maintenance
    Plan Development
  • 33. Understand Your Business
    An effective continuity program achieves resiliency through:
    • Dynamic Planning
    • 34. Response and Recovery
    • 35. Focus on People
    • 36. Value Creation
    • 37. Communication
    Program Implementation
    Training
    Threat,
    Vulnerability, Risk Assessment
    Benchmarking
    Elements of a Resilient Program
    Response
    &
    Recovery
    Business Impact Analysis
    Program Maintenance
    Plan Development
    Recovery
    Strategy
    Planning
    ScenarioTesting
  • 38. # 4 Support Needs of Senior Management
    Identify and support the needs of senior management
  • 39. Management needs to...
    • Minimize negative surprise
    • 40. Resolve uncertainty and variances from expectations
    • 41. A process to identify opportunities
    • 42. Maximize opportunity for success and good performance
    • 43. Employ the entire organization in the business resilience process
    • 44. Align organizational objectives
    • 45. Enhance stakeholder confidence through the execution of their plans
    Note: These are all value drivers a business continuity and emergency management programs can influence
    13
  • 46. # 5 Understand and Emphasize Your Value Proposition
    Emphasize the strategic aspects and value proposition of your program
  • 47. Value Proposition
    • Minimize financial losses
    • 48. Protect personnel
    • 49. Protect assets
    • 50. Protect and improve reputation
    • 51. Enhanced customer service
    • 52. Ensure high quality and efficient processes
    • 53. Maintain stakeholder obligations
  • Blackout 2003
    Labour Disruption
    Workplace Violence
    System Meltdown
    Natural Disaster
    Pandemic
    Border Shutdown
    Value Proposition
    The Cost of Not Preparing:
    • Financial losses
    • 54. Business interruption
    • 55. Loss of key client/key supplier
    • 56. Loss of reputation
    • 57. Legal liabilities
    • 58. Injury to people
    • 59. Environmental damage
    • 60. Regulatory scrutiny
    • 61. Loss of customer service
    • 62. Going out of business
    Blackout 2003
    Labour Disruption
    Pandemic
    Border Shutdown
  • 63. # 6 Customize and “Size to Fit”
    Apply best practices but tailor your program to fit the structure, culture and budget of your organization
  • 64. Tailor to Culture
    • Understanding risks and business needs, you can customize your plans and response
    • 65. Not every organization needs the expensive strategy option; advancements in teleworking and a sound BIA will allow for a more cost-effective and creative (i.e. In house) recovery
    • 66. You need to understand the culture and the tolerance
    • 67. You can’t do this in your office or straight from paper
    • 68. Every organization, or every department has different priorities that you need to understand and address
  • # 7 Focus on People, Process, Technology & Brand Throughout
    Focus on people, process, technology and brand protection throughout response and recovery
  • 69. TACTICAL
    OPERATIONAL
    STRATEGIC
    …Throughout Response and Recovery
    We must consider a business resilience program based on business response and business recovery
  • 70. TACTICAL
    OPERATIONAL
    STRATEGIC
    …Throughout Response and Recovery
    We must consider business response and business recovery
    Immediate internal emergency response plans
    TACTICAL
    Business Response
    STRATEGIC
  • 71. TACTICAL
    OPERATIONAL
    STRATEGIC
    …Throughout Response and Recovery
    We must consider business response and business recovery
    Immediate internal emergency response plans
    Business Response
    Externalcustomer-focused response/recovery plans
    Business Recovery
  • 72. TACTICAL
    OPERATIONAL
    STRATEGIC
    …Throughout Response and Recovery
    We must consider businessresponse and businessrecovery
    Immediate internalemergency responseplans
    Business Response
    Externalcustomer-focused response/recovery plans
    OPERATIONAL
    Business Resilience
    Business Recovery
    Risk plans linked to Strategy and Performance Management
  • 73. TACTICAL
    OPERATIONAL
    STRATEGIC
    What can you do…
    Tactical plans (response plans) “keep your house in order”
    Plans should be aligned with your strategy
    Tactical Planning Considerations:
    • Identify critical people, processes & assets (BIA)
    • 74. Identify threats, understand vulnerabilities & assess risks
    • 75. Incident Response
    • 76. Act Decisively
    • 77. Employee assistance programs
    • 78. Scenario Testing
  • TACTICAL
    OPERATIONAL
    STRATEGIC
    What can you do…
    Operational Plans (recovery plans) help to keep your business in order and your clients satisfied
    Operational Planning Considerations:
    • Protect your liquidity
    • 79. Identify critical suppliers
    • 80. Vendor and sourcing alternatives
    • 81. Streamlining processes for minimum disruption
    • 82. Reliable communication channels
  • TACTICAL
    OPERATIONAL
    STRATEGIC
    What can you do…
    Business Resilience transforms a “crisis” into a competitive advantage
    Leverage your gains before the crisis worsens
    Strategic Planning Considerations:
    • Understand changing customer requirements
    • 83. Review key business objectives to ensure relevancy
    • 84. Focus on value-creation & Innovation – customers, products, services
    • 85. Project volumes and set priorities
    • 86. Protect your brand
  • Conclusion
    The 7 Guiding Principles Help
    Keys to Successful Implementation
    1. Strong “tone at the top” and sponsorship
    2. Assessment is a ongoing process, not a one time event
    3. People in the businesses will need to understand “what’s in it for me?”
    4. Active participation will be required by all levels
    5. Ask for assistance from
    experts
    #1 Integrate and link your program
    #2 Identify, engage and manage key
    stakeholders.
    #3 Understand the business
    #4 Identify and support the needs of
    management
    #5 Emphasize the strategic aspects
    and value proposition
    #6 Customize and size to fit”
    #7 Focus on people, process,
    technology and brand protection
    throughout
  • 87. Thank You
    Cliff Trollope, CBCP, CAS416-515-3851cliff.trollope@mnp.ca
    ShandaChronowich, CBCP416-515-3820shanda.chronowich@mnp.ca
    “When the tide goes out, we find out who’s been swimming without a bathing suit”
    – Warren Buffett, July ‘07