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Whether it’s an incident affecting a single location, or a pandemic sweeping the globe, business continuity is increasingly vulnerable to a wide variety of natural and man-made interruptions for which organizations must plan as carefully as they plan for launching any product or service.
The recent announcement of the official end of the COVID-19 pandemic makes this a good time to review the five types of risk. Related on MHA Consulting: The ABCs of ERM: The Rise of Enterprise Risk Management The government recently announced the official end of the COVID pandemic. Another pandemic could occur.
It’s what Turner now calls a triple whammy of skills—continuity, crisis management, and workplace resilience. It’s not uncommon for many business continuityprofessionals to get their first real-world experiences during natural disasters, such as tornadoes, hurricanes, and other severe weather-related events.
Business continuityprofessionals need to be sure their recovery plans and strategies are fully adapted to the new reality. Business continuity management (BCM) professionals hustled to adapt their recovery strategies and plans to the new workplace model.
Training and certification programs help new professionals fine-tune their skills, and many software products provide assistance. Professional accreditations, certificates, and college degrees are available for business continuityprofessionals.
I think in a number of areas, business continuity (BC) was lacking when it came to responding to COVID and some may start to question the validity of BC. The areas I feel business continuity has been found wanting are as follows: 1. If we had a known threat, why weren’t business continuityprofessionals prepared?
I think in a number of areas, business continuity (BC) was lacking when it came to responding to COVID and some may start to question the validity of BC. The areas I feel business continuity has been found wanting are as follows: 1. If we had a known threat, why weren’t business continuityprofessionals prepared?
There are many public-spirited professional groups and organizations focused on BC. Other BCM professionals. Business continuityprofessionals tend to be serious, responsible, helpful people who have a professional dedication toward minimizing outages and their impact for everyone.
Before the outbreak of the coronavirus pandemic in early 2020, the U.S. business continuity industry saw an average of about 20-25 new job postings each week , with about 30-35 on average internationally. new business continuity job postings reached an average of 30-35 per week, with international numbers increasing to 40-45 posts.
The same thing is true of organizations and business continuityprofessionals. The pandemic underscored the fact that events taking place 10,000 miles away can impact us with great severity in a very short time. Over time, organisms that are capable of adapting to change thrive while those that don’t go extinct.
Training and certification programs help new professionals fine-tune their skills, and many software products provide assistance. Professional accreditations, certificates, and college degrees are available for business continuityprofessionals.
The initial and obvious answer is yes, it is a business continuity issue and probably the largest incident most business continuityprofessionals will face in their lifetime. When the possibility of a pandemic was identified, organisations sprang into action and started to prepare.
The initial and obvious answer is yes, it is a business continuity issue and probably the largest incident most business continuityprofessionals will face in their lifetime. When the possibility of a pandemic was identified, organisations sprang into action and started to prepare.
It’s human nature not to, but as Business Continuityprofessionals we must keep looking forward to anticipate new risks even when it seems that “been there, done that” is the collective mood during these Uncertain Times. We’re not “done” with Covid-19 by any means, and we will have another global pandemic.
I think in a number of areas, business continuity (BC) was lacking when it came to responding to COVID and some may start to question the validity of BC. The areas I feel business continuity has been found wanting are as follows: 1. If we had a known threat, why weren’t business continuityprofessionals prepared?
Coronavirus is everywhere, it is going to have a big impact on society, we have not seen an uncontainable pandemic in many of our lifetimes and at the moment there is no cure or treatment. We shouldn’t be ordering people around and treating them as commodities, in our desire to mitigate the effect of the pandemic.
Coronavirus is everywhere, it is going to have a big impact on society, we have not seen an uncontainable pandemic in many of our lifetimes and at the moment there is no cure or treatment. We shouldn’t be ordering people around and treating them as commodities, in our desire to mitigate the effect of the pandemic.
This week, I have been in Riyadh delivering a series of workshops, exercises, and business continuity reviews. I have been to the country many times before COVID however, this was my first time since the pandemic. Therefore, I will be sharing some thoughts on what I have learned.
This week, I have been in Riyadh delivering a series of workshops, exercises, and business continuity reviews. I have been to the country many times before COVID however, this was my first time since the pandemic. Therefore, I will be sharing some thoughts on what I have learned.
It’s a catchphrase many of us have used, especially business continuityprofessionals who have successfully conquered the latest disruption or disaster and played a key role in leading an organization to a return to normal. Business as usual. Every crisis I’ve faced has been different,” Knafo explains. “In The COVID Connection.
The world is being rocked by overlapping crises and conflicts including the pandemic, economic uncertainty, the rise in extreme weather, the war in Ukraine, and rising tensions between the West and Russia and China, to name a few. It’s enough to make an organization leader or business continuityprofessional feel unwell.
Continuity. And, as a business continuityprofessional, have they changed in scope and complexity in the past year? Has the coronavirus pandemic altered the way you approach these for business? This is one of the many positive changes for resiliency post-pandemic for many organizations. “I Resilience.
Charlie discusses the theory of wicked problems, what it means for business continuityprofessionals and how we are able to implement this idea into our plans. If we take a look at the response to the present COVID pandemic and the lessons we learnt from the Spanish Influenza of 1918, you cannot compare them.
Charlie discusses the theory of wicked problems, what it means for business continuityprofessionals and how we are able to implement this idea into our plans. If we take a look at the response to the present COVID pandemic and the lessons we learnt from the Spanish Influenza of 1918, you cannot compare them.
Most of the plans and documents they are using are ones left over from the last pandemic. I always say that our role as business continuityprofessionals is to horizon scan and look out for new risks, but many of us, including the government, didn’t identify and prepare for this new threat.
Most of the plans and documents they are using are ones left over from the last pandemic. I always say that our role as business continuityprofessionals is to horizon scan and look out for new risks, but many of us, including the government, didn’t identify and prepare for this new threat.
Business continuityprofessionals need to focus on strategic communication and how corporations take responsibility for their actions. A lot has shifted since the start of the pandemic and corporations need to think deeply not only about how they want to shape the new world we are in, but how their actions reflect on their reputations.
Business continuityprofessionals need to focus on strategic communication and how corporations take responsibility for their actions. A lot has shifted since the start of the pandemic and corporations need to think deeply not only about how they want to shape the new world we are in, but how their actions reflect on their reputations.
This week, I have been in Riyadh delivering a series of workshops, exercises, and business continuity reviews. I have been to the country many times before COVID however, this was my first time since the pandemic. Therefore, I will be sharing some thoughts on what I have learned.
Charlie discusses the theory of wicked problems, what it means for business continuityprofessionals and how we are able to implement this idea into our plans. If we take a look at the response to the present COVID pandemic and the lessons we learnt from the Spanish Influenza of 1918, you cannot compare them.
The issue for some companies is that the business continuity plan may contain sensitive and personal information or recovery details, which they may not want to share outside the organisation. We have recovery plans for specific incident scenarios, such as loss of premises, loss of IT and a pandemic.
This week, Charlie comments on how Raith Rovers and West Ham (Zouma) have handled their recent PR incidents, and what we as business continuityprofessionals can take away from that. I am not a big fan of football being a rugby man myself, so I am a little surprised to find myself writing about football two weeks in a row.
This week, Charlie comments on how Raith Rovers and West Ham (Zouma) have handled their recent PR incidents, and what we as business continuityprofessionals can take away from that. I am not a big fan of football being a rugby man myself, so I am a little surprised to find myself writing about football two weeks in a row.
The issue for some companies is that the business continuity plan may contain sensitive and personal information or recovery details, which they may not want to share outside the organisation. We have recovery plans for specific incident scenarios, such as loss of premises, loss of IT and a pandemic.
Business continuityprofessionals need to focus on strategic communication and how corporations take responsibility for their actions. A lot has shifted since the start of the pandemic and corporations need to think deeply not only about how they want to shape the new world we are in, but how their actions reflect on their reputations.
You know the type of thing I mean: economic uncertainty, supply chain woes, global conflict, extreme weather, pandemic, cyberattacks, and all the rest. In this environment, agility is not a nice to have, it’s a must have. It’s a critical BCM performance attribute.
This week I thought I would talk about the vulnerability of water systems to cyber-attacks and some ideas of what, as business continuityprofessionals, we can do about this. I think we need to pay more attention to the risks outlined document, as most people ignored the risk with the highest likelihood and impact, a Global Pandemic!
This week, Charlie comments on how Raith Rovers and West Ham (Zouma) have handled their recent PR incidents, and what we as business continuityprofessionals can take away from that. I am not a big fan of football being a rugby man myself, so I am a little surprised to find myself writing about football two weeks in a row.
This week I thought I would talk about the vulnerability of water systems to cyber-attacks and some ideas of what, as business continuityprofessionals, we can do about this. I think we need to pay more attention to the risks outlined document, as most people ignored the risk with the highest likelihood and impact, a Global Pandemic!
Regardless of their nature, weather-related events that cause havoc in our communities, pandemics that can wipe us out, or cyber-related incidents that can potentially shut-down our technology, these events require us to be more resilient. We are faced with many risks that can disrupt our livelihood and can jeopardize our existence.
Regardless of their nature, weather-related events that cause havoc in our communities, pandemics that can wipe us out, or cyber-related incidents that can potentially shut-down our technology, these events require us to be more resilient. We are faced with many risks that can disrupt our livelihood and can jeopardize our existence.
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