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The key to resilience lies in preparationand thats where businesscontinuity exercises come in. These exercises help organisations test, refine, and strengthen their businesscontinuityplans (BCPs) to ensure theyre ready for anything. What Is a BusinessContinuity Exercise?
What Operational Resilience really means, and how it compares with businesscontinuity. I have been working on an operational resilience exercise for a client, which is based around taking a ‘severe but plausible scenario’ and then checking whether the scenario breaches the organisation’s impact tolerances.
What Operational Resilience really means, and how it compares with businesscontinuity. I have been working on an operational resilience exercise for a client, which is based around taking a ‘severe but plausible scenario’ and then checking whether the scenario breaches the organisation’s impact tolerances.
The main scenario people write plans for is the loss of their building and they may have some other plans for loss of people, suppliers, or IT. Often the scenarioplans, which I like to call contingency plans, are generic, contain little detail and do not align to the risk the organisation faces.
What will the new normal look like following the Coronavirus Pandemic? I have included two videos below: A webinar on how to return to business following this pandemic. The current situation has brought about changes to business and work life. My thoughts on what the new normal will look like following Coronavirus.
What will the new normal look like following the Coronavirus Pandemic? I have included two videos below: A webinar on how to return to business following this pandemic. The current situation has brought about changes to business and work life. A pandemic was expected. There will be little going back to as was.
The main scenario people write plans for is the loss of their building and they may have some other plans for loss of people, suppliers, or IT. Often the scenarioplans, which I like to call contingency plans, are generic, contain little detail and do not align to the risk the organisation faces.
The news piece in question discussed how many businesses were struggling due to the loss of employees, who have been told to self-isolate because they were ‘pinged’ by the NHS COVID-19 tracking app. Listening to the radio was also reminiscent of the pandemicplanning I had conducted in the past.
The news piece in question discussed how many businesses were struggling due to the loss of employees, who have been told to self-isolate because they were ‘pinged’ by the NHS COVID-19 tracking app. Listening to the radio was also reminiscent of the pandemicplanning I had conducted in the past.
In the second year of the COVID-19 pandemic, risk professionals in India reported acute short- and long-term concerns about the interconnected risks of COVID-19 cases, global economic recession, and surging cyberrisks amid shifts in work arrangements. They have crisis management plans in place, but they also dig deeper, look farther ahead.
In this week’s bulletin, I discuss the idea of a hypercomplex world and preparing for different scenarios in it. If we look at the present COVID pandemic in the UK, many organisations and our government had seen the pandemic as a risk and had plans in place, but they weren’t prepared for a lockdown and a stay at home message.
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