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When he started his current job two decades ago, his specialty was in disasterrecovery, but he stated that he’s always thought about risk management in terms of shock absorbers: expect shocks to occur and design your continuity and resilience programs in a way that allows you to absorb small shocks but also manage significant disruptions.
In other organizations, a director of business continuity and disasterrecovery needing only the approval of the CEO may be sufficient. The supply chain problems the US has had since the pandemic are a glaring example of the issue. Bakeries are having difficulty sourcing and obtaining chocolate chips.
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