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This post is part of BCM Basics, a series of occasional, entry-level blogs on some of the key concepts in business continuity management. The term refers to the ability of organizations to quickly restore their important processes and activities after a disruption.
This post is part of BCM Basics, a series of occasional, entry-level blogs on some of the key concepts in business continuity management. Sometimes the form business continuity management (BCM) is used. The activity of crisis management is also included under the umbrella though that tends to be treated separately.)
In today’s post we’ll look at the top 10 free or almost free resources business continuity management professionals can utilize to help them raise their BCM skills and effectiveness to ninja level. However, there is one aspect of doing BCM that is much better and easier than it was when I was getting started 25 years ago.
Knowing what roles should be represented on the business continuity management (BCM) team and what kind of people should fill them is an overlooked key to success in making organizations resilient. In today’s post we’ll look at what the slots on a BCM team should be and the traits and skillsets needed in the team’s staff and leadership.
Related on MHA Consulting: Roll with the Changes: A New Generation Requires a New Approach to BCM It is comforting to think that if we master one set of marketable skills, we’ll be able to make a living from them for the rest of our careers; however, recent history shows that option is no longer available (if it ever was).
Follow these seven steps to implement a BC strategy that can help you swiftly recover your business processes in the event of an outage. Related on MHA Consulting: BCM Basics: Modern IT/DR Strategies The Benefits of a Sound Business Continuity Strategy A solid BC strategy is a fundamental component of a functional BC program.
Residual Risk There are two main kinds of risk when it comes to organizational activities and business continuity: inherent risk and residual risk. Inherent risk is the danger intrinsic to any business activity or operation. Residual risk is the amount of risk that remains in an activity after mitigation controls are applied.
In terms of bang for the buck, not all business continuity activities are created equal. Pursued purposefully these are all worthwhile activities. However, there is one activity that most BC offices tend to neglect—and pound for pound it is one of the most worthwhile ways a BC professional can spend his or her time.
Manufacturers must be prepared for all types of disruptive events such as severe weather activity, natural and man-made disasters, hazardous materials incidents, supply chain disruptions, and equipment and technology failures. With so much reliance on electricity and computers, one outage can wreak havoc on your processes.
Doing this work is one of the most productive activities a BC professional can undertake. Sorting out such problems can take hours if not days, an expensive proposition if the issue is prolonging an outage. This can be crippling during an outage. This cuts across all areas of BC activity. Having these items is not enough.
BCM (business continuity management) is a form of risk management that deals with the threat of business activities or processes being interrupted. In addition to enabling an organisation to operate despite a disaster, effective BCM can help protect corporate reputation and revenue during troubled times.
Related on BCMMETRICS: Don’t Give Up the Ship: Demonstrating the Benefits of Rigorous Crisis Management Training Benefits That Go Beyond BC The main purpose of a business continuity management (BCM) program is to help an organization get through disruptions with the least possible impact to its operations, reputation, stakeholders, and bottom line.
Related on MHA Consulting: Sounds Like a Plan: The Elements of a Modern Recovery Plan Everyone reading this blog will know that the business continuity (BC) recovery plan is something organizations create to help them quickly restore their essential operations in the event of an outage, minimizing the impact on the company.
Mitigating supply chain risk After widespread coverage, the CrowdStrike outage from 19 July 2024 hardly needs an introduction. The outage was caused by a bad security update rolled out by CrowdStrike. Without question, this is one of the most expensive IT outages to date, with significant global impact. million Windows devices.
But in our current period of an ever-expanding set of global threats, most organizations would benefit from developing a system for actively monitoring potential threats to their operations and assets. The threat of utility or network outages. Threats posed by cyberattacks: ransomware, data theft, and the rest.
Here are some examples of vulnerabilities that can exist at facilities even after risk mitigation controls have been implemented: The backup power source can provide only a fraction of the power needed to keep critical operations running in the event of an outage.
In today’s post we’ll look at why organizations still need to be adept at IT disaster recovery (IT/DR) and describe the four phases of restoring IT services after an outage. Phase 1: Preparation Technically, preparation is not a phase of disaster recovery since it happens before the outage. Estimate how long the outage will last.
However, BC practitioners have a critical role to play in ensuring their organizations are prepared to respond to data breaches and to extended system outages. In this context, perhaps the most important thing BC offices can focus on is ensuring their organizations develop robust manual workarounds for their critical patient-care activities.
These programs include regular reviews, updates, and exercises which are critical for improvement and performance when plans are activated. Local disruptions, such as power outages or supply chain issues, can have a significant impact, emphasizing the need for preparedness at every level.
Once implemented, a Business Continuity Management (BCM) Program will support your organization's value statement and its mission. The implementation of a Business Continuity Management (BCM) Program can be a complicated and lengthy process, which directly depends on the organization's size and complexity.
Once implemented, a Business Continuity Management (BCM) Program will support your organization's value statement and its mission. Section 2 - Business Continuity Management (BCM) Program Implementation. Section 9 - BCM Program Maintenance. 2 – BCM Program Implementation. 9 – BCM Program Maintenance.
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