This document provides contact information for Continuity and Resilience (CORE), an ISO 22301 business continuity management consulting firm. It also summarizes presentations given at the 5th Middle East Business & IT Resilience Summit in April 2016 in Dubai. The presentations discussed balancing IT resilience, service management, and business needs through integrated strategies, designs, operations, and continual improvement. Success requires moving from separate IT resilience and IT service management groups cooperating to truly collaborating as equal partners to achieve shared goals.

1. Continuity and Resilience (CORE)
ISO 22301 BCM Consulting Firm
Presentations by speakers at the
5th Middle East Business & IT Resilience Summit
20 – 21 April 2016 – Palace Hotel DownTown Dubai
Our Contact Details:
INDIA UAE
Continuity and Resilience
Level 15,Eros Corporate Tower
Nehru Place ,New Delhi-110019
Tel: +91 11 41055534/ +91 11 41613033
Fax: ++91 11 41055535
Email: neha@continuityandresilience.com
Continuity and Resilience
P. O. Box 127557
Abu Dhabi, United Arab Emirates
Mobile:+971 50 8460530
Tel: +971 2 8152831
Fax: +971 2 8152888
Email: info@continuityandresilience.com
Please write to us if you would like to get in touch with the Speaker

2. IT Resilience and Service Management – Case Study
Sandeep Gondhalekar
CISA, CISM, CeGIT, ITIL Expert

3. Introduction: Quint Wellington Redwood
 Founded in 1992 in the Netherlands
 24 years of IT Management & Education experience– operating in 22 countries & support client
projects in 49 countries
 Core business: Improvement of ICT organizations providing Consulting Measurement & Education
Services in the area of Service Management, Strategy & Sourcing.
 Introduced ITSM in Asia/ME in 1999. Thought Leaders in IT Service Management
 Quint IPW Implementation Framework most widely used as per Gartner Research
•Spain
•France •Germany
•Benelux
•Italy
•Mexico
•USA
•Brazil
•India
•Japan
•Australia
•Malaysia
•Finland

4. TCO Monitoring
Managing IT spend
Business & IT
Roadmap
Improving the alignment of
Business & IT
Lean IT, Agile & DevOps
Accelerating customer value
& high-performing IT
IT Service Management
Enhancing predictable &
compliant IT services
Empowering IT to Maximize Business Value
Sourcing Advisory
Effectively sourcing
Business & IT services
IT Governance &
Leadership
Ensuring a well-governed IT
organization
Page 4
Academy
Empowering
professionals
Sourcing Management
Services Ensuring contracted
performance, savings and
efficiencies

5. IT Resilience and IT Service Management
IT resilience and IT service management (ITSM) are both concerned with how to
manage the information that creates value for your organization and your customers.
IT resilience is concerned with managing the risks in protecting the confidentiality,
integrity and availability of information that the business needs, whereas ITSM is
concerned with managing the IT systems and services that store, process and manage
that information.
There is a lot of overlap between these two areas, but too many organizations
manage them completely separately – with different people, processes, technology
and governance.
This can foster a silo mentality, resulting in ineffective decision making that fails to
manage IT risks properly.

6. IT Resilience and ITSM – The balancing act
 Balance between Prevention, Detection and Correction.
 E.g Incidents should be prevented where this is cost-effective and achievable. Incidents that can’t be
prevented must be detected quickly and corrective actions must be taken to manage the impact and
restore normal service
 Balance between People, Process and Technology.
 However good the technology, if people do the wrong things then information will be at risk, and even
if the people and the technology are fit-for purpose, poor processes can still result in embarrassing
and expensive breaches
 Balance between Risk and Opportunity.
 Increased security can protect the business, but security controls can also cause inconvenience and
have a negative effect on agility. A balance must be struck between insufficient controls that might
lead to significant losses, and excessive controls that could slow down the business and limit the ability
to exploit new opportunities.

7. Case Study

8. Strategy and Resilience
Strategy ensures that the activities you carry out to protect the
organization’s information assets are aligned with the needs of the
organization and its multiple stakeholders
Information Protection
Heterogeneous Environments

9. Design and Resilience
Design ensures that the management system and controls are designed
in a way that will deliver the strategy, ensuring that risks are understood
and that controls are designed in a way that balances their cost and
negative impact with the benefits that they bring.
Architecture
Access points and methodology

10. Transition and Resilience
Transition brings the design into operation, while managing the risks that
this involves. It also ensures that business and IT changes are managed in
a way that supports the IT resilience needs of the organization
Testing Environments and UAT
BCP Testing

11. Operation and Resilience
Operation is the part of the lifecycle where the controls actually have an
effect on risk. Risks are prevented where possible, and those that can’t
be prevented are detected and corrected.
Management Reporting
Major Incident Handling

12. Continual Improvement and Resilience
Continual improvement defines the attitudes, behaviors and
environment across the organization that ensures IT resilience continues
to provide the protection needed in a constantly changing environment.
Lessons Learned
Assessments
Prioritization of Improvements

13. Critical to Success: Cooperation to Collaboration
Cooperation
 Working together, but possibly with
different goals
 Separate goal setting and decision making
 May be driven by management, or by the
co-operators
 Usually have individual goals only
 Requires working together
 Roles and processes more important than
cooperation
 Everybody gets something, but not
everything they want
Collaboration
 Working together to achieve a common goal
 Shared goal setting and decision making
Driven by the collaborators
 Usually have individual goals as well as
shared goals
 Requires emotional engagement
 Collaboration takes precedence over roles,
processes, etc.
 Everybody wins

14. In Summery
Learn about sources of best practice for IT resilience and ITSM
RESILIA,ISO 27001, ISO 20000, Cobit 5 , ITIL ,….
Ensure your management system covers the whole of the service lifecycle
Design integrated processes that support both IT resilience and ITSM
Define integrated end-to-end metrics that are focused on the needs of
your customers
Encourage collaboration between your IT resilience and ITSM people

15. 15
w w w . q u i n t g r o u p . c o m
For further information or questions, please contact:
Sandeep Gondhalekar
D a r e t o c h a l l e n g e

16. Continuity and Resilience (CORE)
ISO 22301 BCM Consulting Firm
Presentations by speakers at the
5th Middle East Business & IT Resilience Summit
20 – 21 April 2016 – Palace Hotel DownTown Dubai
Our Contact Details:
INDIA UAE
Continuity and Resilience
Level 15,Eros Corporate Tower
Nehru Place ,New Delhi-110019
Tel: +91 11 41055534/ +91 11 41613033
Fax: ++91 11 41055535
Email: neha@continuityandresilience.com
Continuity and Resilience
P. O. Box 127557
Abu Dhabi, United Arab Emirates
Mobile:+971 50 8460530
Tel: +971 2 8152831
Fax: +971 2 8152888
Email: info@continuityandresilience.com
Please write to us if you would like to get in touch with the Speaker