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ORDER#230121022 (Management) - APA FINAL-Rev1

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ORDER#230121022 (Management) - APA FINAL-Rev1

  1. 1. Continuity Planning Overview 1 Continuity Planning Overview
  2. 2. Continuity Planning Overview 2 Abstract The business continuity planning overview is an abstract image of what the position of a business continuity lead role manager should entail. The vision of a forward thinking futuristic new hire would have a great impact on the decision making process of the management and the board of directors of a medium sized health care company. The initiative and the main functionalities in this respect, is to develop and drive forward the concept of business continuity such that it is possible to avert large scale disasters that would or could cause severe crisis or disruption of business. The vision thereby being depicted through this overview is the approach that has the capability to deliver measurable continuous improvement business continuity strategies and objectives and thereby setting up a strategic direction for the entity. Therefore being able to push forward a trim-tab concept ushers in a whole new dimension and a holistic approach for extending the scope of business continuity, to encompass disruptive incidents and large-scale disasters and build or re-design business continuity measurement and evaluation strategies and action models, by concentrating on the outcome or results rather than traditional documented processes with procedural implications.
  3. 3. Continuity Planning Overview 3 1. Given the fact that business continuity today is a No.1 challenge, in many countries simply because profitability and the revenue being generated is directly linked with the stability of the economy and the value of the global currency. Many organizations and entities are in an economic deadlock because of their acute disability and dysfunctionality in being able to develop authentic leadership skills and emotional intelligence in C level executives and the management in order to be able to make effective business decisions. The basic primary tasks and ongoing evaluation methodologies, that would be needed to demonstrate due competence in making major policy and procedural changes are related to developing emotional intelligence, driving forward the concept of bringing about organizational change, through the individual, down to the grass-root level, making more sense out of the vision and mission statement of a corporate or entity, that has got some strategic goals and also by increasing the level of employee engagement in order to accomplish better results. So in order to improve on the current business continuity practices and avoid the accumulation and duplication of documentation, containing procedural implications, it is important to build on plans, policies and models to engage executives and motivate them to achieve synergistic goals and deliver measurable benefits. This can be done in a variety of ways and one such task oriented approach would be to build on David Rock’s SCARF [Status, Certainty, Autonomy, Relatedness & Fairness] model that envisages, Threats and Rewards in taking an initiative to recognize that the mind is an important factor and that cognitive health and well - being matters. Janice Marturano a former Vice President and Deputy General Counsel at General Mills and author of ‘Finding Space to Lead : A practical guide to mindful leadership’ says that “mindfulness is a powerful way for leaders to make a difference in their organization and communities” (Marturano, 2015) Apart from aiming at building relational versatility it is also appropriate to incorporate behavioral competencies and tap into the inner resources and the visage or that particular aspect of behavior based competencies that focus on building employee engagement. In a new white paper published by CCL (Centre for Creative Leadership) on ‘Leadership development beyond competencies : Moving to a holistic approach’- CCL has
  4. 4. Continuity Planning Overview 4 made some suggestions in taking a closer look at the visceral dimension of a leader’s thought process , experience and ‘visible actions’. So it is then evident that corporate executives and the management team would benefit from inculcating traits of authentic leadership, as our complex inner world exercises a huge influence on our external world, by our behaviors and reactions to the external stimuli. A more honest and holistic approach, to leader development and developing the emotional intelligence quotient, is by acknowledging the interplay and the connection between behaviors, actions, thoughts, memories and emotions and other internal elements and focus a bit on the untapped potential of the internal resources , as even the habitual thought patterns can be improved with the adequate systemic coaching and mentoring systems. So instigating a systemic coaching and mentoring system to identify and align the intellectual capital and people resources to the overall business objectives with synergistic goals, will have a great impact on dissolving the barriers between the emotional labor and the intellectual labor in order to produce better business results that will harness the power for longevity & sustainability. Secondly, the only real measurement of success for business continuity is in adopting a minimalistic approach, wherein it is actually possible to bring about a reduction in the severity of the impact of events leading to a large-scale disaster which may or may not be due to unforeseen circumstances. But this is only possible by utilizing the huge potential of technology in recording all the incidents into a centralized, well integrated system which functions like a central repository. The recording of such data opens up the channel for the management to take preventive measures and corrective action as the case might be in order to be in a better position, to reduce the likelihood of such incidents occurring in the future and to minimize the impact there off and this recording and review process can be done on a weekly basis. But it is now high time for using Apps and non stereo typical documents and documented procedures as we live in the Information Age as unlike the Industrial Age. People are now more inclined to use the smart phones, tablets and computers to access the Internet and the main functionality of a business continuity app is to minimize the impact of incidents more effectively by the organization. In order to be functional it will be appropriate to
  5. 5. Continuity Planning Overview 5 collect the required data from different probable sources in this regard and the main external audience would include; details of the people or personnel, suppliers, stakeholders, disaster recovery options for the business unit or the entity at large, and a checklist of the incident response measures, policies, plans and procedures in case of an emergency. This also includes the incorporation of incident or crisis management team’s roles, responsibilities and escalation procedures as per the protocols set by the standards for the business continuity management plans. 2. To garner the support of the management and the Board of Directors it would be highly beneficial to highlight , some core competencies that can be developed over a period of time and making the presentation to the Board on the basis of some tangible examples like General Mills, Google and Marks and Spencer who a have taken initiatives in the right direction. Mindfulness practices and developing emotional intelligence by accepting the fact that a new perspective to any issue adds value in terms of creativity and business continuity or sustainability is critical in the current day context. In fact it is also common sense that when you provide a new creative dimension of thought or a new perspective on a problem that a customer or external client is not able to solve and it is then possible to win trust and respect which adds to the goodwill and credibility of the company. So when it is possible to articulate the needs, wants and challenges and address it better through innovative and creative leadership potentials, then it is possible to build better human relationships and connections. This means that the business network of trusted and value added relationships is now a valuable asset to the organization. This is also because the global economic value of these networks is growing much faster than the traditional economy. Business networking is an authentic way of developing the individual emotional intelligence in order to be in a position to nourish these relationships like investing time in nurturing, the seed that grows deep down before it is in a position to grow the shoots and bear the fruits. 3. The 4 high level activities that would be necessary in starting the initiative at infancy stage to push the rudder in the right direction , would be a highly synchronized
  6. 6. Continuity Planning Overview 6 business continuity model, for adapting and thriving during the transitional phase of instigating transformative change and they are as follows: The paradigm shift in both structural and cultural changes in organizations is profound and so it is natural for the business entity to be prudent, in not taking foolhardy measures and decisions in forging new alliances and partnerships in order to collaborate. Also it would be a wise idea to make mention of the belief systems, values and changing attitudes that paves the way for creative thinking and adaptive and authentic leadership development in top level executives to drive in and infuse the passion and pursuit for excellence, both at a personal and professional level. a) Resource Stewardship: (Browning, Torain and Patterson; 2011) This is a high level activity that requires individual ownership, accountability, integrity and transparency in taking judicious decisions that will allow the system to thrive amidst all odds. To be effective resource stewards it is also important for the business leaders and top executives to have a solid understanding of performance metrics, including financial indicators and should also be in a position to gauge the level of employee engagement. The potential pitfall would be the disastrous effect of not being able to maximize productivity due to the energy that is being sabotaged by activities that affect the morale of talented individuals. b) Developing emotional intelligence: This is a kind of systemic coaching and mentoring system that has the relevant, time tested tools and techniques by which it is possible to change the habitual thought patterns by bringing about a change in the individual. The ‘Doppler effect’ would be a good phrase or a metaphor to signify the relative impact of the brain waves in tuning into the frequency of a systemic, time tested coaching system which brings in instant results as long as it is possible to move closer to the source of information. The potential pitfall in not being able to realize the full potential of talented people would be, an impaired state of affairs and an iceberg situation due to the deadlock within organizations that has fallen prey to energy vampires that suck out the vitality of companies. c) Talent Transformation: (Browning; Torain and Patterson, 2011) Research in many developing and highly advanced economies shows that organizations are in need of
  7. 7. Continuity Planning Overview 7 genuine visionary leaders who have the latent ability and hidden potential to infuse strength and positive energy into developing employees and motivating teams with synergistic goals. The process of building and mending relationships by creating a good rapport and spirit of camaraderie is invaluable in leading and motivating teams and departments in the onward drive for engaging in participative management practices, based on the law of attraction and vibrational ‘positive energy’. The best business continuity leadership practices would be to access a larger talent pool and redefining new structures and action models associated with training and reform for sustainability. Also it is incredibly important to foster a culture as incorporated in the corporate vision and mission statement to encourage and value mutual respect as a matter of priority. The pitfalls in not being able to exceed expectations would be redundancy and this would create an iceberg situation for the struggling organization that would find itself in a deadlock due to hampered productivity. d) The SCARF Model (Rock; Dr Ringleb, 2006) – Requires the implementation of business continuity action models wherein there is an inherent THREATS & REWARDS cycle on the basis of some underlying principle mindfulness practices to implement ‘cognitive health’. This involves the STATUS of giving advice or instructions, offering feedback and performance reviews, which can be perceived to be a threat by the individual and will lead to pitfalls in achieving a fair amount of synergy. On the contrary the Reward is the other side of the coin wherein it is a better approach to treating and making best use of the intellectual capital by encouraging activities that would inspire the employees to beat their own very best effort in accomplishing a task. The pitfall would be to pin point and humiliate the employee instead of instigating a ‘no blame culture’. The other pillars of principles are CERTAINITY, having the carte blanche of AUTONOMY in performing their work related tasks, RELATEDNESS as in how effectual coaching systems are designed to be in building relational versatility and last but not the least the FAIRNESS which can be achieved through clarity, conviction and transparency.
  8. 8. Continuity Planning Overview 8 4. In terms, of speculating the most comprehensive and critical challenge, that could pose to be threat to the implementation of the business continuity plans and initiatives during the infancy stage is the attitude of the management. If the board of directors and the management do not share the same vision and mission and if it is misaligned in terms of its strategic goals and objectives in maximizing profitability, growth and revenue then, there is a serious problem in fostering productivity. Most of the times organizations gearing towards bringing in organizational change and change management initiatives face a blind spot wherein they miss out on some areas, which are apparently taken for granted, but that proves to be a tipping point in harnessing the hidden potentials by developing talented individuals who can see the next wave of plausible solutions and innovations that would eventually lead to innovations in the policies so as to drive forward “transformational change”.
  9. 9. Continuity Planning Overview 9 References: Browning, W Henry; Torain, J Deborah and Patterson, Tracy Enright. (2011). A 6 part Model for adapting and thriving during a time of Transformative Change. http://www.ccl.org Marturano, Janice (2015). Finding Space to Lead : A Practical Guide to Mindful Leadership. Institute for Mindful Leadership. http://findingthespacetolead.com Rock, David; Dr Ringleb, H AL. (2006). Defining NeuroLeadership as a field (Vol.2). Defining NeuroLeadership as a field (Vol.2) . http://www.davidrock.net/resources

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