Understanding strategy, objectives, culture Presenter: James Royds (Hon) FBCI 1996 – 2016 20 years in the industry Chairman of the BCI 2010-2012 Honorary Fellow of the BCI Fellow of the Chartered Management Institute Specialist of the Institute of Risk Management Independent Adviser, Trainer, Mentor Lead auditor for ISO 22301:2012 Working knowledge of UK, GCC, Asia

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. CORE Middle East BCM Summit – Dubai, UAE
Continuity and Resilience
Understanding strategy, objectives, culture
Presenter: James Royds (Hon) FBCI
06/05/2016 Dubai 20-21 April 2016 4

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Your presenter – James Royds (Hon) FBCI
1996 – 2016 20 years in the industry
Chairman of the BCI 2010-2012
Honorary Fellow of the BCI
Fellow of the Chartered Management Institute
Specialist of the Institute of Risk Management
Independent Adviser, Trainer, Mentor
Lead auditor for ISO 22301:2012
Working knowledge of UK, GCC, Asia

4. 06/05/2016 Dubai 20-21 April 2016 7
Continuity and Resilience
Strategy
Objectives
Culture

5. Strategic thinking
Strategy states what you are
going to do and why
Plans state how you are going to
do it, when and with what
resources
Understanding the key difference
between what is urgent and what
is important
Focus on survival needs not
business wants
The output is a range of planning
options, choices and assumptions
backed by credible decision-support
material
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The Power of Imagination
“Logic will get you from A to B.
Imagination will take you
everywhere”
Einstein

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World Economic Forum – trends 2015
1. Deepening income inequality
2. Persistent jobless growth
3. Lack of leadership
4. Rising geostrategic competition
5. Weakening of representative
democracy
6. Rising pollution in the developing
world
7. Increasing occurrence of severe
weather events
8. Intensifying nationalism
9. Increasing water stress
10. Growing importance of health in
the economy

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Strategy, objectives, culture
 Strategy – shaping the
future, setting in motion the
events that will shape the
future in ways which bring
benefits to you and or your
organisation
 Thinking better, thinking
differently
Strategy
ObjectivesCulture
Shaping the future

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Strategy, objectives, culture
 A specific result that an individual,
group or system aims to achieve
within a time frame and with
available resources.
 Objectives are tools that support
planning and strategic activities.
 They serve as the basis for creating
policy and evaluating performance.
Examples of business objectives
might be:
 Minimizing expenses
 Expanding internationally
 Making a profit
 Being effective in response to a crisis
Strategy
ObjectivesCulture
Something we
aim to achieve

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Strategy, objectives, culture
 Culture refers to the cumulative
deposit of knowledge, experience,
beliefs, values, attitudes, meanings,
hierarchies, religion, notions of
time, roles, spatial relations and
material objects and possessions
acquired by a group of people in
the course of generations through
individual and group striving.
 Culture in its broadest sense is
cultivated behaviour; that is the
totality of a person's learned,
accumulated experience which is
socially transmitted, or more briefly,
behaviour through social learning.
Strategy
ObjectivesCulture
Values and Beliefs

11. Dubai 20-21 April 2016 15
The fabric of organisations
PERFORMANCE
STRATEGY
CULTURE
STRUCTURE
Being
Resilient
Values
Attitudes
Behaviours
Ethics
Policies & Procedures Systems & Processes Technology Capabilities
Relationships and
dependencies
between these lines
will impact how
resilient you are:
Risks emerge and
your readiness to
respond is
impacted
Systems & Processes Technology Capabilities
Mission/Vision
Initiatives
Plans
Objectives
06/05/2016

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Fear of the unknown
Replace fear of the unknown with curiosity and have
the courage to ask of your organisation “what if....”

13. Planning verses not planning
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Time
Levelofperformance
B
No BCM –
lucky escape
C No BCM –
common
outcome
A
Effective BCM
Fire
Terrorism
Strike
Civil Unrest
Pandemic
Industrial Accident
Others …
Loss of staff
Infrastructure disruption
Loss of assets
Loss of reputation
Loss of confidence
Financial losses
Event
Consequence
Source: Ihsan Haque

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The Business Continuity Institute – www.thebci.org

15. History teaches us to expect the
unexpected. Be prepared to ask
the unthinkable. What if....
Events can and do take place which cannot be
anticipated precisely.
Emergency response arrangements therefore need to
be flexible in order to adapt to circumstances at the
time while applying good practice.
Final thought
06/05/2016 Dubai 20-21 April 2016 25

16. Thank you for listening! Presentation
06/05/2016 Dubai 20-21 April 2016 26

17. 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