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Secrets of Building a
Business Continuity Program

Sponsored By

Emergency Notification
Incident Management
Sponsored by

Mission-critical Communication
Emergency Notification
Incident Management
Web-based and mobile
Secrets of Building a Business Continuity Program
These slides are from a webinar. To view
the video of the webinar, which includes
audio, visit:

www.missionmode.com/webinars
Michael Lazcano
Director, Global Business Continuity
Gap, Inc.
Global Business Continuity
Programs
Important Considerations
for Sustained Success
Agenda
1. Important Considerations
2. The “shape” of your Business
Continuity Department
3. Establishing Boundaries
4. Leadership Starts with Practice
5. Summary
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.
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
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?
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.
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.
Part 1 – Important Considerations

Effective business leadership
Effective leadership during crisis
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.
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
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
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
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
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
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.
Part 2 – Your Department’s “Shape”

 Identify standards and expectations
 Mandate drills and exercises
 Establish accountability through reporting

 Celebrate the small wins
 Support remediation
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
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.
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
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
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.
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
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
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
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
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
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
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
Sponsored by

Mission-critical Communication
Emergency Notification
Incident Management
info@missionmode.com

www.missionmode.com
Secrets of Building a
Business Continuity Program
Secrets of Building a
Business Continuity Program

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Secrets of Building a Business Continuity Program

  • 1. Secrets of Building a Business Continuity Program Sponsored By Emergency Notification Incident Management
  • 2. Sponsored by Mission-critical Communication Emergency Notification Incident Management Web-based and mobile
  • 4. These slides are from a webinar. To view the video of the webinar, which includes audio, visit: www.missionmode.com/webinars
  • 5. Michael Lazcano Director, Global Business Continuity Gap, Inc.
  • 6. Global Business Continuity Programs Important Considerations for Sustained Success
  • 7. Agenda 1. Important Considerations 2. The “shape” of your Business Continuity Department 3. Establishing Boundaries 4. Leadership Starts with Practice 5. Summary
  • 8. 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.
  • 9. 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
  • 10. 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?
  • 11. 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.
  • 12. 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.
  • 13. Part 1 – Important Considerations Effective business leadership Effective leadership during crisis
  • 14. 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.
  • 15. 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
  • 16. 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
  • 17. 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
  • 18. 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
  • 19. 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
  • 20. 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.
  • 21. Part 2 – Your Department’s “Shape”  Identify standards and expectations  Mandate drills and exercises  Establish accountability through reporting  Celebrate the small wins  Support remediation
  • 22. 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
  • 23. 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.
  • 24. 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
  • 25. 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
  • 26. 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.
  • 27. 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
  • 28. 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
  • 29. 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
  • 30. 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
  • 31. 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
  • 32. 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
  • 33. 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
  • 34. Sponsored by Mission-critical Communication Emergency Notification Incident Management info@missionmode.com www.missionmode.com
  • 35. Secrets of Building a Business Continuity Program
  • 36. Secrets of Building a Business Continuity Program