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The news this week has been dominated by the horrific events that unfolded at the Nairobi Westgate Shopping Centre in Kenya. At least 72 people died, including many innocent civilians, as a result of a four-day siege by Islamist Militants. The building is now nothing but rubble after three of its floors collapsed following a blaze. Government forces finally brought an end to the tense stand-off after days of battling Al-Shabab fighters.
Two incidents have caught my eye this week. One is the closure of the Grangemouth petrochemical site in Scotland. The dispute centres around the owners Ineos claiming that they are losing £10m a month. They want to renegotiate the workers terms and conditions in order to turn around the lossmaking plant and make an investment of £300m to modernise it.
This week we have seen a textbook example of a business continuity issue making the mainstream news. NHS Greater Glasgow and Clyde had problems with its server which caused more than 700 patients’ appointments to be cancelled. With staff unable to access records and scans, treatments such as chemotherapy were called off. Staff were having to manually enter the records written over the days of the outage and tried their best to re-arrange appointments.
The news this week has been dominated by the horrific events that unfolded at the Nairobi Westgate Shopping Centre in Kenya. At least 72 people died, including many innocent civilians, as a result of a four-day siege by Islamist Militants. The building is now nothing but rubble after three of its floors collapsed following a blaze. Government forces finally brought an end to the tense stand-off after days of battling Al-Shabab fighters.
As businesses increasingly adopt automation, finance leaders must navigate the delicate balance between technology and human expertise. This webinar explores the critical role of human oversight in accounts payable (AP) automation and how a people-centric approach can drive better financial performance. Join us for an insightful discussion on how integrating human expertise into automated workflows enhances decision-making, reduces fraud risks, strengthens vendor relationships, and accelerates R
Two incidents have caught my eye this week. One is the closure of the Grangemouth petrochemical site in Scotland. The dispute centres around the owners Ineos claiming that they are losing £10m a month. They want to renegotiate the workers terms and conditions in order to turn around the lossmaking plant and make an investment of £300m to modernise it.
This week we have seen a textbook example of a business continuity issue making the mainstream news. NHS Greater Glasgow and Clyde had problems with its server which caused more than 700 patients’ appointments to be cancelled. With staff unable to access records and scans, treatments such as chemotherapy were called off. Staff were having to manually enter the records written over the days of the outage and tried their best to re-arrange appointments.
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This week we have seen a textbook example of a business continuity issue making the mainstream news. NHS Greater Glasgow and Clyde had problems with its server which caused more than 700 patients’ appointments to be cancelled. With staff unable to access records and scans, treatments such as chemotherapy were called off. Staff were having to manually enter the records written over the days of the outage and tried their best to re-arrange appointments.
This week I thought I would discuss what I think is a missing part of the business continuity life cycle. It was brought home to me when I conducted some crisis management training on Monday and then again when I conducted a major exercise on Tuesday. The new business continuity life cycle starts with ‘analysis’ or understanding the organisation, as we used to call it, and then goes on to ‘design’ (strategy).
In the Southern Ocean everybody can hear you scream! This morning I heard a news item on the radio about Russia seizing the Greenpeace ship, Arctic Sunrise, which had been protesting about Russian oil drilling in the Arctic. The crew of 26 activists had been held at gunpoint and then detailed by Russian Security Officers… On the BBC website it was saying that this incident might turn into a very awkward diplomatic stand-off.
This week I thought I would discuss what I think is a missing part of the business continuity life cycle. It was brought home to me when I conducted some crisis management training on Monday and then again when I conducted a major exercise on Tuesday. The new business continuity life cycle starts with ‘analysis’ or understanding the organisation, as we used to call it, and then goes on to ‘design’ (strategy).
In the Southern Ocean everybody can hear you scream! This morning I heard a news item on the radio about Russia seizing the Greenpeace ship, Arctic Sunrise, which had been protesting about Russian oil drilling in the Arctic. The crew of 26 activists had been held at gunpoint and then detailed by Russian Security Officers… On the BBC website it was saying that this incident might turn into a very awkward diplomatic stand-off.
During a crisis, successful organizations are led by strong leaders who communicate continuously with all stakeholders and have plans that are flexible enough to allow changes to be made on the fly. What You'll Learn: Understanding the characteristics of actionable business continuity plans. Step-by-step guidance on building robust and adaptable BCPs.
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