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It involves preparing for potential crises through strategic planning and response protocols to protect an organization’s stakeholders, reputation, and assets. The ultimate goal is not only to navigate through a crisis effectively but also to emerge stronger and more resilient.
The key to resilience lies in preparationand thats where business continuity exercises come in. These exercises help organisations test, refine, and strengthen their business continuity plans (BCPs) to ensure theyre ready for anything. Regularly update the plan to address new threats and evolving business needs.
For businesses, governments, and community leaders, these trends represent potential threats to operations, safety, and resilience. Emergency preparedness and business continuity including scenarioplanning to anticipate potential disruptions and safeguard operations, employees, and reputations.
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.
Scenarios are a useful tool for informing policy, guiding strategies, and accommodating future change. Using scenarioplanning to target potential problems or areas for development and building resilience can pinpoint robust policies that could be viable across a range of future states.
This is the same in the business continuity industry, with the return of risk scenarios which has gone full circle over the last 20 years. The use of risk scenarios is being pushed by the PRA and the FCA at present, as part of their operational resilience agenda. system failures) as well as those, outside of their control (e.g.
What Operational Resilience really means, and how it compares with business continuity. 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.
This is the same in the business continuity industry, with the return of risk scenarios which has gone full circle over the last 20 years. The use of risk scenarios is being pushed by the PRA and the FCA at present, as part of their operational resilience agenda. How we wrote business continuity plans 20 years ago.
What Operational Resilience really means, and how it compares with business continuity. 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.
An increasingly key theme year over year, resilience is at the root of the latest Excellence in Risk Management India report from Marsh and RIMS—and the RIMS Risk Forum India 2021 virtual event , where the report was officially released today. They have crisis management plans in place, but they also dig deeper, look farther ahead.
Scenarioplanning and simulation Preparing for civil unrest isn’t just about reacting to events as they unfold; it’s also about anticipating potential scenarios and planning accordingly. Proactive preparation goes beyond risk mitigation; it ensures resilience amid uncertainty.
Because BCP encompasses a broader range of functions, it also requires a more detailed approach to scenarioplanning, risk assessment, and contingency measures. To protect yourself, engage stakeholders in your organization to develop comprehensive plans for both business continuity and disaster recovery.
Because BCP encompasses a broader range of functions, it also requires a more detailed approach to scenarioplanning, risk assessment, and contingency measures. To protect yourself, engage stakeholders in your organization to develop comprehensive plans for both business continuity and disaster recovery.
While leading resilience practitioners currently consider some aspects of dynamic risks in their programs, we recommend that these concepts be threaded throughout the design and management of all resilience programs in order to achieve the best possible outcome from every incident. Dynamic Risks: A Working Definition. Dynamic Risk.
When I look at plans, which we see a lot of for different organisations, they are a mixture of generic incident management, interwoven with a number of plans and procedures for managing a particular incident. Over time a number of different contingency plans can be developed to respond to different incidents.
When I look at plans, which we see a lot of for different organisations, they are a mixture of generic incident management, interwoven with a number of plans and procedures for managing a particular incident. Over time a number of different contingency plans can be developed to respond to different incidents.
Many professionals in senior roles did not understand, nor even care to understand business continuity and organisational resilience strategies. Additionally to thinking “it won’t happen to us” there is also the practice of calling anything a “Black Swan” implying it couldn’t be planned for.
Many professionals in senior roles did not understand, nor even care to understand business continuity and organisational resilience strategies. Additionally to thinking “it won’t happen to us” there is also the practice of calling anything a “Black Swan” implying it couldn’t be planned for.
The Future of Business Continuity The Future of Business Continuity: Innovations and Emerging Technologies In an era of rapid technological advancement, the landscape of business continuity is evolving, embracing innovations and emerging technologies to enhance resilience.
By Tracy Reinhold , CSO of Everbridge The following article addresses how organizations can navigate global geopolitical waters, and operationalize resilience for their organization, people, and assets. Risk Intelligence: Knowledge is Power Effective risk intelligence is the cornerstone of any resilient organization.
In this blog, Dave Wagner shares why resilience is now a core leadership priority. Building resilience isnt just about surviving a crisisits about thriving in a world of uncertainty. Leadership plays a pivotal role in driving this transformation, ensuring resilience becomes a core part of the organizational strategy.
Scenarioplanning is another critical toolrun simulations to test how your organization would respond to different crises. Can you share an example of security resilience in action? Tracys message is clear: leaders who foster teamwork and stay prepared build stronger, more resilient organizations.
Scenarioplanning is another critical toolrun simulations to test how your organization would respond to different crises. Can you share an example of security resilience in action? Tracys message is clear: leaders who foster teamwork and stay prepared build stronger, more resilient organizations.
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