Change or Die!CMI Scotland Conference    27 October 2012
Talk• Change or die?• Share thoughts  on change• Business  continuity as a  tool
Slowish change•   Founded 1889•   1997 90% share of film, 85% cameras•   Invented the digital camera•   Lost $60 on each o...
Why
Woolworths• Started USA 1879• Frank Woolworth Liverpool store 1909• Late 1960s 1141 stores• Failures in Big W, Woolco, Big...
Why
OODA Loop
Rapid change•   May 2004 Explosion•   Maryhill Stockline plastics factory•   9 killed 33 injured•   Due to a faulty pipeli...
Rapid changeSelby driver jailed for 5 years  The driver who caused the Selby rail crash is  told he is responsible for the...
Rapid change - external•   Flooding•   Storms•   Snow•   Fire•   External supplier failure    – Utilities    – Raw materia...
Business Continuity in context                             11
Business Continuity• Wicked things happen• Only the tough survive
Incidents will happen
What is business continuityBusiness Continuity Management isan holistic management processthat identifies potential impact...
Business continuity                                             Loss of IT                                               S...
Over recovery100%              Planned              Recovery Recovery Business                         Business Continuity...
Resilience =     Tough• Not suffer  from incidents• Less impact if  it occurs• Recover  quicker
SizeMatters!
Business Continuity Lifecycle
Practical steps                             Business Continuity Programme Management & Quality Assurance                  ...
Conclusion
Conclusion•   Slow change•   OODA loop•   Rapid change•   Events will happen•   Make your organisation tough•   Do your bu...
Any Questions  Charlie Maclean-Bristol    PlanB Consulting     0871 663 7799cmb@planbconsulting.co.uk
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CMI Conference - Change or Die

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Presentation given to the CMI Conference October 2012.

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  • Vitali Klitschko
  • Gilberto Keb Baas Mexico Light flyweight
  • CMI Conference - Change or Die

    1. 1. Change or Die!CMI Scotland Conference 27 October 2012
    2. 2. Talk• Change or die?• Share thoughts on change• Business continuity as a tool
    3. 3. Slowish change• Founded 1889• 1997 90% share of film, 85% cameras• Invented the digital camera• Lost $60 on each one sold• No longer in camera business• 1997 turnover $15.97b• Jan 12 Chapter 11 bankruptcy
    4. 4. Why
    5. 5. Woolworths• Started USA 1879• Frank Woolworth Liverpool store 1909• Late 1960s 1141 stores• Failures in Big W, Woolco, Big Red Book, Entertainment UK• Dec 2008 administration and close down• Loss of 27,000 jobs
    6. 6. Why
    7. 7. OODA Loop
    8. 8. Rapid change• May 2004 Explosion• Maryhill Stockline plastics factory• 9 killed 33 injured• Due to a faulty pipeline• Enquiry• Heath and safety prosecution• Loss of company
    9. 9. Rapid changeSelby driver jailed for 5 years The driver who caused the Selby rail crash is told he is responsible for the "worst driving- related incident in the UK in recent years".
    10. 10. Rapid change - external• Flooding• Storms• Snow• Fire• External supplier failure – Utilities – Raw materials – Supplier failure – Contamination
    11. 11. Business Continuity in context 11
    12. 12. Business Continuity• Wicked things happen• Only the tough survive
    13. 13. Incidents will happen
    14. 14. What is business continuityBusiness Continuity Management isan holistic management processthat identifies potential impacts thatthreaten an organisation andprovides a framework for buildingresilience and the capability for aneffective response that safeguardsthe interests of its key stakeholders,reputation, brand and value creatingactivities. BCI GPG 2010
    15. 15. Business continuity Loss of IT Staff Floods Telecoms Internal threats Fire Weather Utility failure OrganisationExternal threats Organisation Organisation Organisation
    16. 16. Over recovery100% Planned Recovery Recovery Business Business Continuity Planning Unplanned Recovery Worst Case ! 0% Time
    17. 17. Resilience = Tough• Not suffer from incidents• Less impact if it occurs• Recover quicker
    18. 18. SizeMatters!
    19. 19. Business Continuity Lifecycle
    20. 20. Practical steps Business Continuity Programme Management & Quality Assurance Risk Mitigation Measures Implementation Tactical & Strategic Risk Assessment Plans Business ContinuityProgramme Set up Business Business Impact Operational Ongoing Continuity Exercises Analysis Recovery Plans Business Strategies Continuity Management Organisational Other Plans Understanding IT Disaster Recovery Strategic Decision Making Embedding business continuity management in the organisation culture BS 25999 The business continuity lifecycle Embedding BCM Understanding Determining Developing and Exercising, BCM in the Enabling the orginisation BCM strategy implementing a maintenance and programme organisations Activities BCM response reviewing management culture
    21. 21. Conclusion
    22. 22. Conclusion• Slow change• OODA loop• Rapid change• Events will happen• Make your organisation tough• Do your business continuity
    23. 23. Any Questions Charlie Maclean-Bristol PlanB Consulting 0871 663 7799cmb@planbconsulting.co.uk

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