1. ROI - Return
on Investment
of effective
BCM Culture
2016 – BCI-BCM FORUM
BRIAN MOATSHE –
CIRM-UK, AMBCI

2.  What is BCM
 Ice-Breaking Questions?
 What is then our ROI?
 Closing Thoughts
 Thank you
CONTENT

3. BCM – Business Continuity Management
A holistic management process that identifies potential threats to an organization and the
impacts to business operations that those threats —if realized—might cause.
Which provides a PRACTICAL and COST EFFECTIVE framework for building organizational
resilience with the capability for an ef fective response that safeguards the interests of its key
stakeholders, reputation, brand, and value -creating activities.
 Holistic management
 Identifies potential threats
 Impacts to business operations
 Practical
 Cost effective
N/B: BCM is not a strategy to reduce staff compliment.
As Robin Williams' character – Mr Keaton – said in ‘Dead Poets Society’, "This isn't like laying
pipe." Yes, we have standards and processes, tried and true. However, there are just too many
unknowable's to give a dollar figure saved (or made) for a BCM program.
WHAT IS BCM?

4.  Can we afford not to do it?
 Will we attract future business if we implement a
business continuity program?
 Who here has a fire extinguisher in their house?“
 Who here has a spare tire in their car?
 Who here has *Life Insurance?
 BIA – Financials, Regulatory/ Legislature, Legal,
Credibility (Brand)/ Reputation, Operations/Service
(Inwards & outwards) and Stakeholders
(shareholders, clients, communities, third parties
etc.)
ICE-BREAKING QUESTIONS?

5. Challenges:
 Very difficult to show ROI in financial terms.
With financial institutions, you can come up with a formula for lost interest
on loans over time, loss of fees over time and loss of new business over
time.
Benefits:
 Social capital from the workforce
 A loyal customer base
 A reliable and trustworthy reputation
 Team Confidence to face the slings and arrows of the real world
 Customer confidence
 Organisational strength
N/B: Now that is priceless.
WHAT IS THEN OUR ROI?

6.  Structure of your BCM. Strategic, Operational and Tactical?
Where is your BCM’s focal point?
 Transparency silo mentality. Them and us syndrome
 Killer of all business. “We have being doing it this way”.
 BCM is an Audit function?
 BCM will fix it?
 BCM is not BRM? What about sustainability?
 BCM is not IT Recovery? What about the people who will drive
those systems?
N/B: BCM is about Strategic Thinking and Direction, Business
Intelligence and Developing Resilience.
WELL ROUNDED RISK ANALYST – Ron Rees (Former Operational
Risk Manager)
CLOSING THOUGHTS

7.  N okia CEO ended h is speech s aying.
May 9, 2016
 N okia CEO ended h is speech s aying t his “ we d idn’t d o a nything wrong, b ut s o mehow, we l ost”.
 During the press conference to announce NOKIA being acquired by Microsoft, Nokia CEO ended his
speech saying this “we didn’t do anything wrong, but somehow, we lost”. Upon saying that, all his
management team, himself included, teared sadly.
 Nokia has been a respectable company. They didn’t do anything wrong in their business, however,
the world changed too fast. Their opponents were too powerful.
 They missed out on learning, they missed out on changing, and thus they lost the opportunity at
hand to make it big. Not only did they miss the opportunity to earn big money, they lost their chance
of survival.
 The message of this story is, if you don’t change, you shall be removed from the competition.
 It’s not wrong if you don’t want to learn new things. However, if your thoughts and mind-set cannot
catch up with time, you will be eliminated.
 Conclusion:
1 . Th e a dvantage y ou h ave y esterday, will b e r eplaced b y t he t rends o f t omorrow. Y o u d on’t h ave t o
d o a nything wrong, a s l o ng a s y our c ompetitors c atch t he wave a nd do i t RI GHT, y ou c an l ose o ut a nd
fa il.
 To c hange a nd i mprove y ourself i s g iving y ourself a s econd c hance. To b e forced by o thers t o c hange,
i s l ike b eing d iscarded.
 Th ose who r efuse t o l earn & i mprove, will d efinitely o ne day b ecome r edundant & n ot r elevant t o t he
i ndustry. Th ey will l earn t he l esson i n a h ard & expensive way.
“WE DIDN’T DO ANYTHING WRONG, BUT
SOMEHOW, WE LOST”.

8.  Discussions
 Feedback
CLOSING