Good Management Dictates That Business Continuity Must Be At The Front Of Your Board's Corporate Planning To Maximise Performance In This Economy.

The best directors are finally realising the benefits of designing a business continuity management system as a means of enhancing their competitive advantage and reassuring shareholders of their ability to meet contractual obligations. With business calamities routinely appearing in the media, isn't it time that your organization joined them?

Business Continuity has emerged in the last 6 years as an essential element of good management for charitable and private sector organizations of all shapes and sizes.

Increasingly we are observing big, established companies go bankrupt because they have failed to foresee and plan for large-scale disruption and disaster. So what can business owners and directors do to ensure their firm will survive in these difficult market conditions?

Happily there are both business continuity solutions and advisors available to help business executives defend their enterprise from the uncertain mix of hazards and threats they face; but where do you begin?

Most organizations find that it's best to agree as a board that business continuity is important to your organization and then put some funding behind that decision.

With resources agreed, you should set-out an achievable schedule for improving your organization's resilience to disruptions and communicate the range of products and services that the business continuity programme will cover to help orientate the team that you establish to build your business continuity policies, strategies and plans.

If you haven't got business continuity expertise at hand, you would be advised to look to the marketplace for suitable providers with a proven track record in the development and implementation of business continuity management services for organizations of your size.

With your team in place, you'll need to get started by determining your most vital products and services; the things that create most of your revenue or have the most impact if they are delivered or not). Most organizations find that about 20% of services produce 80% of the benefits that accrue to the organization and their customers so it's sensible to start with these initially.

Once these most important products and services are documented the team needs to look at the people, facilities and processes that come together to deliver them; including the supply of raw materials, utilities, people, data and operational sites.

With the business processes documented for each vital product or service, you should identify weaknesses within those processes and work out how they would affect the quality of supply if they happened.

Once you figure out where your business is vulnerable you can create draft strategies and plans to cut-down the likelihood of those disruptions arising or their impact: for example if a process depends on availability of electrical power, you might install back up supplies from DC batteries or portable generators.

The nature and extent of the strategies and plans you agree will be led by the significance of the product or service and your potential losses you might choose to create disaster response plans first to reduce the scale of the disruption whilst you work on developing the degree of resilience that you require to prevent disruptions.

Sometimes you can significantly minimise the probable harm to your organization's outputs by spending a few days thinking through the "what-ifs" so it makes evident sense to do so; whether you are driven by legislation, market forces or plain common-sense.

Make a start today, before circumstances make you wish you had not sat on the fence about putting a proper and effective business continuity management organisation in place.

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