Bci NeBe conf 2017 thought provoking - you cant manage crisis on your own v2 - roy coppieters - maarten smulders sd

Business

Agenda
• Introduction
• Recent evolutions
• What can we do?
• Conclusions

‘The’ organisation has evolved
A dynamic environment;
increasingly interconnected,
integrated, and interdependent

Crises have changed
• Large transboundary scale
• New and unplanned combinations
• Amplifier effects
• Increase of costs related to...

Changing role of vital actors
• A shift from a gov. controlled response to a society involved response
• Reduced capacity to prevent or mitigate risks in for society critical sectors such as
infrastructure and utilities.
• Demand towards transparency puts crisis management under constant pressure
(GDPR, social media, a.o.)
• The public is now highly emotionally involved and critical with the ability to easily
spread information
• Loss of self-reliance of employees (old-school alternatives have died out, new
alternatives have to be foreseen and trained)

A necessary evolution
Traditional vs new approach
Scenario based Capability & network based
Preparing for the known Preparing for the unknown

Internal AND external focus
• Acknowledge sectoral vulnerabilities
– ‘We all face the same challenges’
• Sectoral coordination and collaboration
– Public, finance & telecom sectors but recently also supply
chain
• Share expertise, experience and tools (compatibility)
• Plan and exercise together
From monitoring to managing your 3th parties

Crisis team(-up)
Rigid structure vs controlled chaos.
Activating the team is not the challenge...
• Methods and techniques for sense & meaning making
– Quick decision making methods
– Rapid risk assessments
– Timelining
• Use of specific expertise (Cyber, GDPR, …) on a strategic
level.
• Expertise in crisis management & leadership / PMO
• Compatibility

Crisis team(-up)
Need for a mature enterprise
resilience with integrated
capabilities.
Boost your enterprise immune
system and the ability to detect
and respond to change, not only
to survive but also to evolve.

Do we exercise in the right way?
• Do you use a predefined plan or do you exercise your
capabilities to think outside the box, to manage & coordinate
a chaotic structure, to use certain techniques?
• Dare to challenge your current approach & CMP and re-
educate the team on new insights.
• What is the latest innovation that has been brought in and
was exercised?

Do we exercise in the right way?
• Joint exercising (supplier, neighbour, sector, …)
• Off-site exercising
• How do you choose the right scenario?
Focus on the insights of this new evolution, think about a network…

Conclusion
• Managing a crisis requires more than a strong
CMT
• Take an outside view on your organization
• Finding the right expertise and support is a key
success factor
• Don’t hesitate to call for help!

This presentation was delivered at a
BCI event
To find out more about upcoming
events please visit our website

The document summarizes an approach taken by KBC Bank to challenge organizational entities and improve their business continuity management (BCM) maturity and resilience. It discusses how the approach was developed and implemented with minimal impact, demonstrating benefits from various departments working together. The speaker provides a framework that was used and can be adopted by other organizations, beginning with setting requirements and an "Olympic minimum" standard for BCM controls based on staff interviews and a questionnaire. Regular reviews and testing of business impact analyses and recovery plans helped avoid a "tick box" approach to BCM.

Bci NeBe conf 2017 keynote - making sense of resilience - james crask - sd

The document discusses the importance of organizational resilience and highlights some key factors. Resilience is about an organization's ability to adapt to changing environments and achieve its objectives even during difficult times. It involves more than just recovering from disruptions - it's about evolving. Building resilience requires factors beyond just processes, like leadership and less visible attributes. Enhancing resilience also needs a framework approach and continual assessment of indicators. Maintaining crisis response and recovery capabilities will always be essential for resilient organizations.

Bci NeBe conf 2017 collaboration -dependencies need more attention v2 - ger...

Gert Kogenhop argues that dependencies need more attention in business continuity management. He presents the case that organizations must identify, analyze, and take action to treat all dependencies, as relying solely on external partners or resources poses risks. Kogenhop then outlines a proposed dependency assessment process in accordance with ISO 22301 standards. This involves identifying, systematically analyzing, evaluating, and identifying treatments for dependencies. He stresses that such an assessment requires collaboration across departments and must be ongoing to account for changes to dependencies over time. Kogenhop questions whether simply updating impact assessments during reviews is sufficient, arguing a separate dependency assessment is needed to properly manage risks from dependencies.

Bci NeBe conf 2017 collaboration - improving supply chain resilience - risk...

Bci NeBe conf 2017 thought provoking - results of bci siemens survey on meg...

Winning Over The Challenges of Implementing BCM in a BPO by Jeremias Astrero,...

Business Continuity and Resilience: What Lies in the Future and What Steps Ca...

Enterprise Risk Management and Business Continuity: How Can They Work Togethe...

This document provides an overview of business continuity management (BCM) at SingHealth, Singapore's largest public healthcare cluster. It discusses the importance of BCM in healthcare, SingHealth's BCM framework, key components like risk assessment and business impact analysis, and challenges in implementing an effective BCM system across multiple hospitals and institutions. The framework aims to ensure critical healthcare functions can continue and sensitive patient data is protected in the event of disruptions like fires, power outages or disease outbreaks. Regular testing of continuity plans is important for staff preparedness during emergencies.

Operational and Business Continuity Management Strategy for Multi-type Nation...

This document outlines an operational and business continuity management strategy for a multi-type national transportation system. It discusses the types of incidents that could impact transport including natural disasters, safety incidents, and security incidents. The objectives of the transport business continuity plan are to continue service, minimize losses, and maintain reputation. The critical components of the transport system are identified as modes of conveyance, infrastructure, and systems. The business continuity strategy involves preventative measures to mitigate impacts, preparation of plans and resources, and a recovery strategy to respond to and recover from incidents.

Risk and Business Continuity Management

Crisis Management Webinar - Core Consulting

CORE Consulting

The document discusses business continuity, crisis management, and resilience. It defines key terms like business continuity, business continuity management, and BCMS. It describes establishing a business continuity management system according to ISO 22301 and the plan-do-check-act cycle. It also discusses crisis communication and social media's role in crisis management. The document provides guidance on developing a crisis management approach.

Business Continuity Management or Risk Management? Aligning Expectations for ...

This document discusses risk analysis and business continuity planning. It begins with an introduction to the BCM Institute and its certification programs. It then outlines the risk analysis process, including identifying organizational assets and threats, analyzing risks through estimating likelihood and impact, evaluating risk ratings, and exploring risk treatment strategies. The presentation emphasizes integrating risk analysis into business continuity planning to develop treatment strategies that could prevent interruptions to business operations from risks deemed unacceptable. It concludes by recommending implementing and monitoring approved risk treatment recommendations.

Experience Sharing - Risk Management, Crisis Management & BCM In An Education...

Business Continuity Management In The Erm Framework February 2010

Eneni Oduwole

The document discusses how business continuity management (BCM) can be an effective tool within an enterprise risk management (ERM) framework. It defines BCM as managing potential impacts that could disrupt an organization's operations and providing response plans to maintain business activities. The summary discusses how developing resilience planning around all business processes and appointing BCM champions at different levels can help create a resilient organizational culture and integrate BCM within ERM. Regular testing of business continuity plans ensures the organization is prepared to respond to and recover from disruptive incidents while sustaining business operations.

Risk or Opportunity – There are 2 Sides to Every Coin

Main points covered: • ISO 31000 defines risk as “effect of uncertainty on objectives” and an effect as “a deviation from the expected – positive and/or negative”. And yet the majority of organizations have an overwhelming focus on the negative. Why is this? • Do organizations really understand the need to balance positive and negative? • What do the new standards say about risk? How can organizations maximize their opportunities (upside) while still mitigating or controlling their risks (downside)? Presenter: This webinar was presented by Mike Gray, a highly qualified vocational education trainer and assessor and a Certified Trainer for PECB delivering training in ISO 9001 Quality Management, ISO 14001 Environment, OHSAS 18001 Health and Safety, ISO 22000 Food Safety, ISO 27001 Information Security, ISO 28000 Supply Chain Security and ISO 31000 Risk. Link of the recorded session published on YouTube: https://youtu.be/BxEAO1IwLCs

Business Continuity Management

Diane Christina

This chapter introduces risk management and business continuity management as part of good governance. It develops the link between risk management and business continuity management as part of a risk management framework. Business continuity management is presented as an alternative mechanism for risk mitigation and a contributor to organizational resilience. It is defined as a holistic and proactive management process that identifies potential impacts that threaten an organization and provides a framework for building resilience and an effective response to protect stakeholders and business activities.

Business continuity management system

Business Continuity UK

This document discusses business continuity management systems. It explains that such systems take a management approach to help organizations survive disruptive incidents with minimal disruption and continue serving customers. The document outlines that all operations carry some level of risk from environmental, people, premises, plant, and process factors. It argues that even small companies need continuity systems because they have less resilience, higher leverage, and more dependency. The benefits mentioned include peace of mind, avoiding surprises, opportunities for improvement and investment, potential for larger contracts, better competitiveness, protecting relationships, and demonstrating maturity.

Building Organizational Resilience Presentation - ISSA Special Interest Group...

Bryghtpath LLC

"Building Organizational Resilience Amidst Global Uncertainty: An overview of business continuity and crisis management for today's global leaders." In this presentation, given before the ISSA Special Interest Group for Security Education and Awareness on March 18, 2015, Bryghtpath Principal Consultant and CEO Bryan Strawser provides a high-level overview of business continuity and crisis management. Specific areas of focus include professional standards, certification and accreditation, the ISO 22301 and ISO 27001 standards, the business continuity lifecycle, and a case study on applying these principles in a disaster situation experienced by a Minnesota corporation in 2013.

Outsourcing Risk Management

Association for Project Management

The document discusses outsourcing risk management. It defines outsourcing and provides examples of common outsourcing models. It discusses the ISO 37500 standard for outsourcing governance and risk management. The presentation covers performing risk analysis, identifying risks, analyzing risks using techniques like probability/impact matrices, evaluating risks, treating risks through options like risk modification or sharing, and accepting residual risks. It emphasizes the importance of risk assessment and treatment in outsourcing governance.

APM Benefits Summit 2017 - Thinking systematically about benefits, workshop b...

Business Continuity Management

ECC International

BCM is a structured approach that helps organizations continue operating during disruptions by ensuring critical operations can still function. An effective BCM framework includes understanding the organization, conducting risk assessments, developing response plans, and testing plans through exercises. Regularly reviewing and updating plans is important to account for organizational changes. Implementing a strong BCM program provides benefits like reduced financial impacts, protected reputation, and compliance.

2016.04.06.Business Continuity Planning

NDeLaurentis

This document provides an overview of business continuity planning. It discusses the importance of having a BCP, the key roles involved, and the annual BCP cycle. The annual cycle consists of four steps: 1) reviewing the existing plan, 2) exercising the plan, 3) updating the plan based on lessons learned, and 4) verifying the updated plan is accurate and compliant. Maintaining an effective BCP is critical because the majority of businesses that experience a major disruption and lack a BCP end up failing within a few years.

Business Continuity - Business Risk & Management

Andrew Styles

This document discusses business continuity, crisis management, and disaster recovery services provided by Business Risk & Management Pte Ltd (BRM). BRM offers services such as developing business continuity and crisis management plans, reviewing existing plans, providing crisis management team and staff training, conducting business continuity testing, and creating IT disaster recovery plans. The document emphasizes that business continuity planning can help businesses reduce costs from a crisis, make organizations more robust, protect reputation, and increase management understanding to strengthen operations.

Business continuity & disaster recovery planning (BCP & DRP)

Narudom Roongsiriwong, CISSP

PECB Webinar: Risk Management in IT Services

The webinar covers: • Actions to address risks and opportunities will be mandatory for all management system requirements, including ISO 20000-1 – IT Service Management system requirements. • Comprehensive understanding of the concepts, standards, methods, and techniques to design and implement an IT service risk management process. • Determining continuity, availability and information security service risks and opportunities that need to be addressed. Presenter: This webinar was presented by Mário Lavado, CEO and Owner of INOSERV, which has more than 20 years of experience in management consulting, training and auditing. Link of the recorded session published on YouTube: https://youtu.be/tP3Eo_4sThw

Wargaming: Use in Crisis Management Rehearsals to Meet Today’s Stakeholder Ex...

David Memorial Institute of Management

This document discusses using wargaming techniques to improve crisis management rehearsals. It begins by describing how the military uses wargaming to test plans against realistic adversaries. It argues that wargaming can help banks like Barclays develop strategy, shape decision-making, and increase resilience by challenging assumptions. The document provides an example of how to structure a wargaming exercise with blue and red teams. It maintains that wargaming identifies risks better than traditional exercises and meets regulatory and stakeholder expectations.

CISO's first 100 days

MichaelSadeghiPhDABD

- The document outlines a roadmap for a CISO's first 100 days in a new role. It discusses assessing the organization's security posture, planning security strategy and goals, and taking initial actions like redefining teams. Key steps include preparing for day one, assessing people and processes, planning strategy and a 2-3 year roadmap, acting on projects and technology selection, and measuring program impact and providing executive reports. The roadmap is meant to help a new CISO gain insight, define a security vision, and show early progress and wins.

Management of Innovation

What's hot

The Evolving Role of BCM and its Importance in Any Industries by Dr Goh Moh H...

Business Continuity Management in Healthcare by Dexter Chia, Director, GCOO's...

Operational and Business Continuity Management Strategy for Multi-type Nation...

Risk and Business Continuity Management

Crisis Management Webinar - Core Consulting

CORE Consulting

Business Continuity Management or Risk Management? Aligning Expectations for ...

Experience Sharing - Risk Management, Crisis Management & BCM In An Education...

Business Continuity Management In The Erm Framework February 2010

Eneni Oduwole

Risk or Opportunity – There are 2 Sides to Every Coin

Business Continuity Management

Diane Christina

Business continuity management system

Business Continuity UK

Building Organizational Resilience Presentation - ISSA Special Interest Group...

Bryghtpath LLC

Outsourcing Risk Management

Association for Project Management

APM Benefits Summit 2017 - Thinking systematically about benefits, workshop b...

Business Continuity Management

ECC International

2016.04.06.Business Continuity Planning

NDeLaurentis

Business Continuity - Business Risk & Management

Andrew Styles

Business continuity & disaster recovery planning (BCP & DRP)

Narudom Roongsiriwong, CISSP

PECB Webinar: Risk Management in IT Services

Wargaming: Use in Crisis Management Rehearsals to Meet Today’s Stakeholder Ex...

David Memorial Institute of Management

What's hot (20)

The Evolving Role of BCM and its Importance in Any Industries by Dr Goh Moh H...

Business Continuity Management in Healthcare by Dexter Chia, Director, GCOO's...

Operational and Business Continuity Management Strategy for Multi-type Nation...

Risk and Business Continuity Management

Crisis Management Webinar - Core Consulting

Business Continuity Management or Risk Management? Aligning Expectations for ...

Experience Sharing - Risk Management, Crisis Management & BCM In An Education...

Business Continuity Management In The Erm Framework February 2010

Risk or Opportunity – There are 2 Sides to Every Coin

Business Continuity Management

Business continuity management system

Building Organizational Resilience Presentation - ISSA Special Interest Group...

Outsourcing Risk Management

APM Benefits Summit 2017 - Thinking systematically about benefits, workshop b...

Business Continuity Management

2016.04.06.Business Continuity Planning

Business Continuity - Business Risk & Management

Business continuity & disaster recovery planning (BCP & DRP)

PECB Webinar: Risk Management in IT Services

Wargaming: Use in Crisis Management Rehearsals to Meet Today’s Stakeholder Ex...

Similar to Bci NeBe conf 2017 thought provoking - you cant manage crisis on your own v2 - roy coppieters - maarten smulders sd

CISO's first 100 days

MichaelSadeghiPhDABD

Management of Innovation

KM National and International

David G. Jones

Managing Computer Security Incident Response Teams - Introduction

VICTOR MAESTRE RAMIREZ

This document provides an introduction to a training course on managing computer security incident response teams (CSIRTs). It discusses the purpose of the training, which is to provide insight into the work of CSIRTs and best practices for managing one. The intended audience is current and prospective CSIRT managers, as well as other stakeholders. The goals of the training are to help trainees understand technical issues from a management perspective, learn from common problems, and understand what is needed to operate an effective CSIRT. The training materials will cover various topics related to CSIRT management and incident response processes. Trainees are advised to consider how the concepts apply to their unique situation and existing policies. Lessons from the CERT Coordination

Maximising the opportunities offered by emerging technologies within the chan...

Livingstone Advisory

The Australian University sector is heading down the path of seemingly inevitable and fundamental change in both its operating model and role within society. The forces at play are numerous and diverse, fueled in part by the capabilities of modern technologies. These include factors such as increasing global competition for tertiary students, the shift towards a self-funded corporate operating model whilst having to retain academic independence and rigor – all in an environment of the increasing commoditisation of knowledge and intellectual property through emerging vehicles such as MOOCs (Massive Online Open Courses). In the midst of these structural changes, how well Australian Universities navigate through the current swathe of emerging and potentially disruptive technologies whilst mitigating the longer term systemic risks associated with their adoption is not necessarily a trivial exercise. In this session, Rob Livingstone offered some practical insights into how CIOs of ‘the University of the future’ can play an active part in helping their institutions thrive in the new environment by maximising the upside potential of new and emerging technologies with known cost and risk, whilst simultaneously managing the multiple versions of reality that exist in the new IT environment.

EMERGENCE OF NEW DIGITALIZATION TECHNIQUES IN ORGANISATIONS IN.pptx

ArunimaHazra2

The document discusses the emergence of new digitalization techniques adopted by organizations during the COVID-19 pandemic. It describes how the pandemic disrupted organizations, issues they faced, and the three-step response pattern of emergency response, crisis management, and focusing on the future. It also discusses digital trends that are likely to remain, including increased telework and adoption of digital solutions. The pandemic accelerated digital transformation, changing mindsets from "good-to-have" to "must-have." While some organizations adapted smoothly, the economic situation forced others to change. Overall, the pandemic highlighted the benefits of digital transformation.

Leading risk culture change webinar

FERMA

This document summarizes a presentation on leading risk culture change by Linda Conrad of Zurich, Paul Walker of St. John's University, and Johan Willaert of Agfa Corporate Center. It discusses establishing leadership support for enterprise risk management (ERM), defining the scope of risk initiatives, mapping strategic risks, conducting risk assessments, setting action plans, and periodically reviewing risk management processes. The presentation emphasizes aligning ERM with business strategy, quantifying risks, gaining senior management buy-in, and communicating with stakeholders to develop a proactive risk culture.

Nem360 2017 setting technology trends into the strategic context v200

Markku Rehberger

Markku Rehberger is a project manager for GDPR compliance who has experience in various industries including IT, manufacturing, energy, and construction. In his presentation, he discusses the need for companies to develop digital strategies that leverage new technologies in order to stay competitive. He notes that most companies currently lack clear strategies and the management capabilities needed to effectively utilize technology. Rehberger advocates that companies analyze strategic contexts, design new business capabilities directed by technology, and focus on automation and cognitive computing in order to prevail against competitors in the digital age.

Crisis Management Strategies When Disaster Strikes

The Windsdor Consulting Group, Inc.

If there was a man-made or natural disaster, how would your business respond? Do you have a contingency plan in place? What kind of financial and economic impact would a disaster have on your business? As you can see, there are many questions that need rock solid answers, regardless of the type of loss. Business contingency planning and emergency preparedness and readiness strategies plan an important role in determining if a business will survive and thrive in the face of adversity. Learn more about proper planning and execution. For more information contact the consultants at The Windsor Consulting Group, Inc. We have seen or been through many emergency situations with our customers. Let us show you how to be ready when disaster strikes.

Crisis management in a multi channel world 22.23 nov 2012(2)

nsharples

The document discusses crisis management in a multi-channel world. It outlines the proliferation of digital channels like content marketing and social media that can derail crisis responses if not properly managed. It examines human and structural challenges that prevent effective crisis planning. The agenda includes understanding these issues, examining challenges, and developing solutions. A four-step process is proposed: establishing a social media committee to oversee crisis response; documenting current arrangements; overlaying crisis plans; and integrating social elements into overall plans.

SWOT Analysis for Post-COVID Restrategising and Identification of Busimess Op...

leadershipmgtservice

As a crisis management tool, the COIVID 19 SWOT is analysis equally applicable to companies who have activated BCPs (Business Continuity Plans) and those who have no plan and are scrambling or stuck. A BCP is useful for a one-time (or unchanging) declared event, yet it often overlooks the changing environment of a pandemic. A SWOT analysis during a pandemic is constantly changing with the changing market conditions and should be re-evaluated during your regular rhythm of work. A SWOT incorporates the changing environment of this unpredictable business enemy. If you have no plan in place, the SWOT allows you to immediately focus energy and to communicate the right message to your team.

Module 19 - Crisis Communications.pptx

caniceconsulting

The document discusses how companies can control the narrative during a crisis through effective communication. It emphasizes the importance of preparation, having an online newsroom to provide updates, and building relationships with reporters and stakeholders. Companies should use their organizational knowledge, people, and communication channels to tell their story and regain control over the narrative if others begin spreading undesired stories. Controlling the narrative is crucial for crisis management and recovery.

Crisis Management Training Strategies by RIMS

Atlantic Training, LLC.

This document summarizes a panel discussion on crisis management strategies. The panelists were from International Paper, Family Dollar Stores, and Sedgwick. They discussed their companies' approaches to crisis planning and response. International Paper focused on developing management support and ensuring insurance programs evolve with risk understanding. Family Dollar Stores transitioned from reactive, IT-focused planning after 9/11 to a more proactive, people-centric approach centered on communications. Effective crisis response requires cross-functional teams, experience-based planning, and credibility gained through success. The overall goal of crisis management is to plan for predictable risks and minimize the impact of unexpected events while resuming normal operations.

7's mc kinsey

Lili Fajri Dailimi

The document discusses problem solving and decision making using the McKinsey 7S framework. It begins by explaining the 7S framework, which includes strategy, structure, staff, skills, shared values, style, and systems. An example is then provided to illustrate how to define a problem statement. A good problem statement should be specific, measurable, action-oriented, relevant, and time-bound. It provides context, potential challenges, success criteria, stakeholders, and information sources. Structuring the problem is also discussed, including using an issue tree to break down a complex problem into discrete parts. This helps ensure a thorough and logical problem solving process.

Snapshot UK CIO 2018

David Germain

The document summarizes key insights and takeaways from the UK CIO Executive Summit. It thanks attendees for participating and highlights some of the main discussions from keynote speeches and breakout sessions. These included the need for CIOs to take a more strategic role and focus on business outcomes, embracing change and new technologies like blockchain, and cultivating diverse workforces. Information about participating companies and executives is also provided. The document promotes connecting again at future events to continue the discussion.

Mzumla_Dome_2015

Mohammed Zumla

The document discusses achieving information and cyber security (ICS/SC) compliance through a risk-based approach. It begins by outlining the end state of having a holistic management system for regular compliance reporting and improvement. It then addresses identifying the current "as-is" security state, establishing a leadership model, and using compliance and risk assessments to prioritize controls. The document emphasizes that compliance is just the beginning and that risk management should inform decision making to balance security, compliance, and business needs. It concludes that compliance alone is not sufficient and a phased, governance-based approach is needed to deal with complex environments.

The Internal Impacts of a Digital Transformation: How to Effectively Manage C...

Perficient, Inc.

Digital transformation sends ripples of change through your organization that not only mandate a focus on customer-facing systems, but that also trigger an internal transformation touching on culture, collaboration, and knowledge. This creates the foundation upon which your company builds great customer experiences. In this webinar, our experts covered four key considerations that impact your internal digital transformation and discussed best practices for addressing each. Corporate Culture: Why it’s important to create a culture amenable to change. Collaboration: Why a great intranet and enterprise social networks will enhance your ability to communicate, roll out new products, and more. Knowledge: How knowledge differs from information, and how identifying and leveraging both will shorten response times and improve customer experiences. Managing Change: Tips and tricks for managing the internal change brought about by a digital transformation.

Leadership in a crisis responding to the coronavirus outbreak

Graham Watson

Crisis communications workshop - Abu Dhabi 05.12.13

Middle East Public Relations Association

The document discusses issues and crisis management. It defines reputation management as managing the gap between performance and expectations. Issues emerge gradually over time and receive sporadic scrutiny, while crises are sudden and receive intense, immediate scrutiny. Issues can be proactively managed to prevent becoming crises. The key is to monitor potential issues, understand stakeholder expectations, prioritize the most important issues, plan strategic responses, implement those plans, and evaluate the results. Social media is now an important factor but the principles of good crisis management still apply by focusing on audiences and credibility. Planning includes scenario exercises and developing response teams, roles, and communication protocols.

Managing Strategy Execution in a Disruptive Enviroment_Malaysia 2023_01052023...

KAYODE ADEBIYI

This document discusses strategy and strategic execution in turbulent business environments. It defines strategy and outlines the purpose and types of strategies. It also discusses strategy formulation versus execution. Key aspects of strategic execution discussed include the need for resilient leadership, change management, and levers of control. The document concludes by identifying six silent killers of strategy.

Similar to Bci NeBe conf 2017 thought provoking - you cant manage crisis on your own v2 - roy coppieters - maarten smulders sd (20)

CISO's first 100 days

Management of Innovation

KM National and International

Managing Computer Security Incident Response Teams - Introduction

Maximising the opportunities offered by emerging technologies within the chan...

EMERGENCE OF NEW DIGITALIZATION TECHNIQUES IN ORGANISATIONS IN.pptx

Leading risk culture change webinar

Nem360 2017 setting technology trends into the strategic context v200

Crisis Management Strategies When Disaster Strikes

Crisis management in a multi channel world 22.23 nov 2012(2)

SWOT Analysis for Post-COVID Restrategising and Identification of Busimess Op...

Module 19 - Crisis Communications.pptx

Crisis Management Training Strategies by RIMS

7's mc kinsey

Snapshot UK CIO 2018

Mzumla_Dome_2015

The Internal Impacts of a Digital Transformation: How to Effectively Manage C...

Leadership in a crisis responding to the coronavirus outbreak

Crisis communications workshop - Abu Dhabi 05.12.13

Managing Strategy Execution in a Disruptive Enviroment_Malaysia 2023_01052023...

More from TheBCI

BCI Italy Forum Meeting 25 gennaio: presentazioni disponibili 07 sanacore r...

BCI Italy Forum Meeting 25 gennaio: presentazioni disponibili 06 zonta data...

BCI Italy Forum Meeting 25 gennaio: presentazioni disponibili 05 brera amorus...

BCI Italy Forum Meeting 25 gennaio: presentazioni disponibili 04 butti gdpr...

BCI Italy Forum Meeting 25 gennaio: presentazioni disponibili 01 detoni int...

The document discusses an upcoming BCI Italy Forum meeting on January 25, 2018 and introduces the forum leader Gianna Detoni. It also provides information on the new board structure for the BCI Italy Forum committee including members. Additionally, it announces that the 2018 BCI European Awards will take place in Milan on May 10th and provides a link for entries. Finally, it shares the calendar for the 2018 BCI Certification Course (CBCI) which will be held in multiple locations across Europe.

BCI Italy Forum Meeting 25 gennaio: presentazioni disponibili 02 bongiorno ...

5.2 alok nigam putting the bcp to ork - use of automation sd

1) Automation can help address common pain points in existing business continuity management systems (BCMS) such as plans becoming outdated, a lack of customization, and inaccessible information. 2) Automating the BCMS provides three key benefits: making relevant information accurate and customizable; taking a rational approach by integrating systems and facilitating continuous learning; and enabling a responsive system through improved access, coordination, and monitoring. 3) There are varying levels of BCMS automation maturity from initial ad hoc processes to an optimized system where the entire lifecycle is automated and integrated with other key systems. Decisions around automation should consider factors like organizational size, pace of change, and customization needs.

4.2 srinivasan seshadri of t20s, one dayers and test matches sd

This document compares three levels of cricket (T20 matches, one day matches, and test matches) to the levels of crisis preparedness in a business continuity management system. T20 matches are likened to crisis management frameworks which can change the course of an event quickly. One day matches encourage risky batting and often end in cliffhangers, similar to IT preparedness plans. Test matches are the longest form of cricket and really test a team's strengths, analogous to business continuity preparedness plans which thoroughly test an organization. The document outlines various principles of crisis management, IT disaster recovery, and business continuity management that organizations should follow to build resilient capabilities at each level of response.

Bci italy conf 17 4 angelo tofalo - intelligence collettiva sd

Bci italy conf 17 11 stefano mele - business continuity e gdpr sd

Bci italy conf 17 10 josh zaroor - black berry athoc presentation sd

The document discusses BlackBerry AtHoc's personnel accountability software. It highlights that traditional mass communication is no longer sufficient and organizations need solutions to efficiently account for personnel. The software provides real-time notification and response capabilities. A case study shows it was used by the US Army to warn, account for, and recall over 40,000 personnel in Europe following the Brussels attacks in under an hour. Lessons showed alerts alone are not enough and automated accountability is crucial for safety. BlackBerry AtHoc aims to address this with its comprehensive solution for notification, response collection, and situational awareness across organizations.

Bci italy conf 17 9 giulio marcucci - supply chain resilience cosa dice l'a...

This document discusses supply chain resilience. It defines supply chain resilience as the ability to adapt and maintain operations during unexpected disruptions by preparing, responding, and recovering from events. The document outlines tools and methodologies for measuring resilience, including fuzzy cognitive maps and structural equation modeling. It also examines factors that influence resilience, such as risks, capabilities, vulnerabilities, and interconnections within the supply chain. The presentation concludes that there is no single solution for resilience and emphasizes the importance of second-level resilience.

Bci italy conf 17 8 pietro di comite - migliorare la business continuity ri...

Bci italy conf 17 7 andreas deliandreadis - keeping people safe in an incre...

Everbridge provides enterprise software applications to help organizations keep people safe during critical events by automating communication. The document discusses challenges such as ensuring employee safety for global and mobile workers. It describes Everbridge's critical event management platform which allows organizations to assess threats, locate employees, take action, analyze events, visualize responses, communicate, and collaborate. An example is provided of how Everbridge helped locate and assist a traveling employee in Turkey during a coup. The benefits of Everbridge include location-based alerting to ensure safety of local and remote employees and expanding duty of care for traveling workers.

Bci italy conf 17 5 alberto mattia - resilienza - partiamo dal perché sd

Bci italy conf 17 3 roberto baldoni - cyber resilience un fattore critico d...

Bci italy conf 17 2 gianluca riglietti - scanning the horizon - le minacce ...

Bci italy conf 17 1 roberto grosso ciponte - una splendida giornata sul tem...

Bci NeBe conf 2017 thought provoking - normal chaos v2 - mike lauder sd

Normal Chaos discusses whether the world is ordered with occasional chaos, or chaotic with occasional order. It presents ideas from chaos theory about system resilience and volatility. The presentation suggests we live in a chaotic world where we create oases of order, and draws from theories of standard response cycles, disaster incubation, and risk management to explain how order can be maintained amidst normal chaos.

Bci NeBe conf 2017 practical - realistic testing - would you dare to shut d...