This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
Think beyond single scenarioplanning. Too many organizations view business continuity planning as a compliance exercise: “If we have a cyber breach plan on the shelf, we’re covered.” Effective early warning systems, alerts, and ongoing incident management communications are indispensable in a polycrisis scenario.
Inflation, shifting job markets, and widespread misinformation are fueling grievances. Emergency preparedness and business continuity including scenarioplanning to anticipate potential disruptions and safeguard operations, employees, and reputations.
With polls showing that global executives attribute a whopping 63% of their company’s market value to its overall reputation, it seems most in the know would agree reputation is a tremendously valuable resource. In other words, actively managing their reputation and protecting that 63% of market value from harm!
By Sean McDevitt , Director of CEM Product Marketing at Everbridge As the United States nears the November elections, organizations nationwide face an unpredictable landscape. Although predicting the specific nature and location of disturbances is difficult, proactive planning can substantially reduce risks.
In these two papers, the Bank of England and the FCA lay out how they want financial institutes to carry out a series of operational resilience activities to make the whole of the UK’s financial market more resilient, and that an incident in one organisation could have a major impact on other companies, leading to financial collapse.
In these two papers, the Bank of England and the FCA lay out how they want financial institutes to carry out a series of operational resilience activities to make the whole of the UK’s financial market more resilient, and that an incident in one organisation could have a major impact on other companies, leading to financial collapse.
The Tylenol product tampering case in 1982, where seven people died, is a classic case study of how withdrawing your brand from the market and then relaunching it with a number of additional measures to stop product tampering can actually enhance your brand. Last of all, where is your plan?
The Tylenol product tampering case in 1982, where seven people died, is a classic case study of how withdrawing your brand from the market and then relaunching it with a number of additional measures to stop product tampering can actually enhance your brand. Last of all, where is your plan?
The Tylenol product tampering case in 1982, where seven people died, is a classic case study of how withdrawing your brand from the market and then relaunching it with a number of additional measures to stop product tampering can actually enhance your brand. Last of all, where is your plan?
It has been on the radar for some time now, and impacts oriented planning vs scenarioplanning should be at the core of Business Continuity Planning. Stock-markets and business market-places are chaotic systems. A pandemic similar to COVID-19 was not unexpected.
It has been on the radar for some time now, and impacts oriented planning vs scenarioplanning should be at the core of Business Continuity Planning. Stock-markets and business market-places are chaotic systems. A pandemic similar to COVID-19 was not unexpected. Chaos Engineering.
We organize all of the trending information in your field so you don't have to. Join 25,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content