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.
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