Business Continuity Risk Management


    • How are your business information, infrastructure, processes and people (including third party providers) vulnerable to the various crisis and disaster scenarios?  How resilient are they?
    • What level of disruption and business impact do your current contingency plans and arrangements provide you?  Are you adequately protected against major impact and losses from key crisis and disaster scenarios?
    • Are you in compliance with all the key regulatory requirements regarding crisis management and business resumption expectations?
    • Is the cost of your business disruption protection too low, too high or commensurate with the industry's best practice?

    It should be obvious that managers would consider steps they might need to take to preserve their business under a range of possible disruptive outcomes.  Yet for many the need for business continuity planning was only grudgingly recognized with the publicity associated with the larger and more recent and common disasters.  

    Recognized or not, management needs to and is effectively making a judgment on the costs of business continuity planning versus the costs and likelihood of disruptive events occurring.  The mindset of "it will unlikely hit us" can be likened to the naive presumption of not taking the necessary insurance for your auto, house, health and life - the lesson is - it can be very painful when it hits! 

    Business continuity planning (BCP) (which includes resiliency planning) need not be expensive, and without immediate benefits.  Many of its benefits, even without having to trigger the plan in response to a disruptive event can offset significant parts of the costs.  These benefits include more streamlined operations, resilient infrastructure and process, improved and more intimate understanding of the business processes and better team dynamics.

    Business continuity planning involves three major streams:

    • preventatively improving the critical processes to reduce their exposure to failure;
    • preparing, documenting and testing responsive action plans to use should critical processes be disrupted by some failure in a dependency; and
    • readying management, business and support teams to respond to a disaster, managing the incident in a controlled manner, from communication, people management to recovery support and other key activities.

    The first stream is often forgotten, and yet yields strong results.  Indeed it generally is an automatic result of the first more visible stream, provided management is fully committed to it.

    The critical challenge is to avoid sending the wrong signals that there is a lack of top management buy-in and involvement, with Business Continuity Planning being seen as an adjunct workload from top management, as something that needs to be filled out, returned, filed and forgotten.  Top management, senior managers and staff need to be engaged in planning for their survival.  If this is achieved the process improvements and team benefits are often considerable.

    We have a team comprising business recovery planning professionals who are recognized practitioneers in the financial industry.  We specialize in tailoring an engagement and a program to meet our clients' needs, whether they require a broad management view or demand a highly focused technical perspective.

    • Business Continuity Planning Management Framework
    • Business Continuity Risk Assessment
    • Business Impact Analysis
    • Incident and Crisis Communication and Management Planning
    • Business Recovery Strategy Development, Planning & Documentation
    • Business Recovery Requirement and Facilities Planning
    • Business Recovery Testing
    • Plan Maintenance