Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Secrets of Building a Business Continuity Program


Published on

This webinar provides planners with practical guidance to build a Business Continuity program in any type of organization, from domestic to global. Drawing on over two decades of BC experience, Michael Lazcano will provide the tools you need for BCP success. Whether you're building a BC program from scratch or seeking to scale your program to a global presence, you'll discover valuable information that will transform your program.

Published in: Business, Education
  • Be the first to comment

Secrets of Building a Business Continuity Program

  1. 1. Secrets of Building a Business Continuity Program Sponsored By Emergency Notification Incident Management
  2. 2. Sponsored by Mission-critical Communication Emergency Notification Incident Management Web-based and mobile
  3. 3. These slides are from a webinar. To view the video of the webinar, which includes audio, visit:
  4. 4. Michael Lazcano Director, Global Business Continuity Gap, Inc.
  5. 5. Global Business Continuity Programs Important Considerations for Sustained Success
  6. 6. Agenda 1. Important Considerations 2. The “shape” of your Business Continuity Department 3. Establishing Boundaries 4. Leadership Starts with Practice 5. Summary
  7. 7. Part 1 – Important Considerations What’s the Business Continuity’s Department source of power? Where will the Business Continuity Department derive the most utilitarian value to the organization? Ideally – establish a short chain of command to executive sponsor.
  8. 8. Part 1 – Important Considerations What’s the scope of BCP’s responsibilities? Clearly articulated expectations and direction is key to the Department’s success:  Mission Statement  Objectives  Long Range Plan
  9. 9. Part 1 – Important Considerations To what extent and how will you identify, use and report on risk and hazards? To what extent will you standardize tools and resources?
  10. 10. Part 1 – Important Considerations Leadership within the Business Continuity Department must understand the organization and its culture. It must also align Business Continuity with the organization’s goals and objectives.
  11. 11. Part 1 – Important Considerations A solid Business Continuity Department within an organization demands clear leadership. Demonstrating Business Continuity’s value to the organization is critical.
  12. 12. Part 1 – Important Considerations Effective business leadership Effective leadership during crisis
  13. 13. Part 1 – Important Considerations Pervasive leadership is critical in all aspects of the Business Continuity Department’s functions. Team leadership, development and engagement must remain visible.
  14. 14. Part 1 – Important Considerations  Effective Business Continuity leadership breaks down silos  A resilient organization is only possible to the extent that information is shared  Leadership must foster external relationships Business Continuity 3 Organizational Resiliency Business Resumption 2 Disaster Recovery 1
  15. 15. Part 1 – Important Considerations  Leverage against the company’s culture and infrastructure Business Continuity 3  You can only be present to the Business level that you are prepared Resumption  Create a culture of global preparedness 2 A Culture of Organizational Resiliency Disaster Recovery 1
  16. 16. Part 2 – Your Department’s “Shape” High agility The “shape” of your Business Continuity Program significantly influences its ability to remain resilient during crisis. “Hybrid” Regional Adaptability De- Centralized High vulnerability Low vulnerability Centralized Low agility
  17. 17. Part 2 – Your Department’s “Shape”  The use of an Incident Command Structure significantly enhances the response capability  Multiple Incident Command Structures support a “hybrid” organization  An Incident Command Structure lends itself to “breaking down silos” across the organization
  18. 18. Part 2 – Your Department’s “Shape”  Use a universal and scalable approach to an Incident Command Structure  Use simple “teams” across all Incident Command Structures  Create a “scalable and adaptive” response capability  Document an Incident Command Structure’s direction, expectations and standards
  19. 19. Part 2 – Your Department’s “Shape” ICS – Core Team Responsible for “first assessment” of a situation. If necessary, they call in additional groups. The Core Team is comprised of Incident Management, Senior Management (Policy Making), Corporate Security, Corporate Communication and Section Chiefs. Incident Commander Corporate Security Operations ICS – Business Operation Team Called by the Core Team if necessary. Support Facilities Senior Management Policy Making Corporate Communications Information ICS – Support Team Called by the Core Team if necessary. Finance HR / ER ICS – ER – HR Team Called by the Core Team if necessary.
  20. 20. Part 2 – Your Department’s “Shape”  Identify standards and expectations  Mandate drills and exercises  Establish accountability through reporting  Celebrate the small wins  Support remediation
  21. 21. Part 3 – Establishing Boundaries Must consider the organization’s:  Culture  Safety and security of employees and others  Impact to employees  Impact to critical infrastructure  Impact to work facilities
  22. 22. Part 3 – Establishing Boundaries Identifying when to respond requires a structured approach that’s consistent with the organization’s culture or its desired end state.
  23. 23. Part 3 – Establishing Boundaries Structured response considers:  Observed situation’s potential or actual risk  Response from the BC Department  Response from the Incident Command Structure  Response from Business Units  Response from employees High Response 3 2 Low Impact High Impact 1 Low Response
  24. 24. Part 3 – Establishing Boundaries  Perpetual vigilance  Utilize relationships created through the Incident Command Structure  Utilize “leveraged” ubiquity  Identify sources of “automatic” notifications  Leverage the “frugal innovation:”  Google Earth  Overlays  Geo-coded locations
  25. 25. Part 3 – Establishing Boundaries Create, deploy and retain control of centralized resources:  Emergency notification tool  The use of “apps”  BCP planning tool or repository  A comprehensive BCP hotline  BCP conference call Ensure demonstrated proficiency in the use of these resources.
  26. 26. Part 4 – Leadership Starts with Practice  Engage leadership in every aspect of Business Continuity  Prepare and deploy a resource guide for members of the Executive Management Team  Use Executive Management (executive sponsors) during times of extreme crisis  Demonstrate tangible and intangible value across the organization
  27. 27. Part 4 – Leadership Starts with Practice  Drills and exercises demonstrate proficiency specific to the expectations established by the Business Continuity Department  Drills and exercises don’t have to be difficult  Use drills and exercises to educate, assess, remediate and improve response capability  Use the results of drills and exercises to understand levels of residual risk; focus on problem areas
  28. 28. Part 4 – Leadership Starts with Practice  Collaborate with Information Technology in support of DR exercises; include business partner participation  Structure end-to-end and “silo” DR exercises  Validate assumptions created by Business Impact Analysis
  29. 29. Part 4 – Leadership Starts with Practice  Design every drill and exercise to force critical thinking  Force difficult decisions  It’s better to err during a disaster than to fail during a real event
  30. 30. Part 5 - Summary  A short chain of command to your executive sponsor is better than a long one  Leverage against the most visible and ubiquitous part of the organization  The “shape” of your BCP organization significantly influences its ability to remain resilient during crisis
  31. 31. Part 5 - Summary  Effective leadership is key  Understanding the scope and possible impact of a situation is easier when supported by visualization tools  An ICS is based on proven management tools that contribute consistent and predictable span of control and response
  32. 32. Part 5 - Summary Leverage against the company’s culture and infrastructure to move it towards organizational resiliency:  Leadership that embraces critical thinking  Preparedness  A well-protected workplace  A well-informed workforce  A part of the larger community
  33. 33. Sponsored by Mission-critical Communication Emergency Notification Incident Management
  34. 34. Secrets of Building a Business Continuity Program
  35. 35. Secrets of Building a Business Continuity Program