Top Tips for successful Business Continuity planning

By Andy Cuerel

Business Continuity Management Systems (BCMS) encompass comprehensive and often detailed suites of activities. Comprehensive, however, does not equate to incomprehensible. And detailed should not be a euphemism for over-engineered.

Consideration of the following should help keep your BCMS lean, mean and fit for purpose! Continue reading

‘Strategic’ and ‘operational’ resilience – establishing more comfortable bedfellows

Untitled-1By Dominic Cockram

The more I hear of the current discourse on organisational resilience, the more uncomfortable I find myself feeling.

The concept has been around for a long time and was brought sharply into focus in 2014 by the British Standard, BS 65000: Guidance on Organisational Resilience. As one of the editors, I was party to vivid and lengthy discussions and much positive disagreement as we ranged around the topic of organisational resilience, what it meant and how best to set it out in a standard. In the end, what came out was a ‘Guidance’ and that was an excellent result. Resilience is a complex and many faceted concept and it would have been wrong to go too far in framing an approach at this stage.

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Volkswagen: a long road to recovery

By Dominic Cockram

220px-Volkswagen_logo_2012.svgIt has certainly been a busy few days for the VW crisis management team. If they had a mature and practiced crisis preparedness capability in place then hopefully they will have been hard at work for some time now. Suggestions are that others did have some foresight that all was not well in the industry from the roadside test reports, so there may have been some early work going on.

But, in facing this potentially overwhelming corporate crisis, how should VW set about managing the crisis, identifying their priorities and ensuring their reputation recovery? Continue reading

Business Impact Analysis: value added or added toil?

The business impact analysis (BIA) is a key facet of any business continuity programme. It sits right at the heart of the benefit that business continuity can bring to any organisation.

It has concerned me recently that I have read a number of papers suggesting that the business impact analysis is either unnecessary or that short cuts could be used. While it is understandable that people would like to reduce the work involved in delivering a business continuity project, to play around with the business impact analysis without understanding the risks of doing so is to put the whole business continuity plan at risk.

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Launch of BS 11200 – the new British Standard for Crisis Management

bs11200In May this year, the Cabinet Office and BSI published BS 11200 – the new British Standard for Crisis Management – Guidance and Good Practice.  Its official launch will be on 18th September in London.

Many would say the new Standard is long overdue; others that crisis management is already covered by ISO 22301, the International Standard for Business Continuity Management Systems.  However, whatever your view, no one can demur from the fact that BS 11200 covers the subject in far more depth and detail than any other Standard hitherto.

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The Crisis Management Conference 2014; Planning for Prosperity with a Coherent Crisis Management Capability

CMC2014 logo.jpgThe 2014 Crisis Management Conference (CMC 2014) will take place in London on Thursday 18th September. Delegates will be given a unique opportunity to hear speakers from the BBC, Network Rail, John Lewis, UBS, O2, UK Cabinet Office and the University of Liverpool discuss their first-hand experiences in preparing, responding and communicating in crisis. Click here to see the full programme.

Crisis management was long associated with failure and a desire to “keep covert” any crisis plans and preparations. Today, however, it is a topic of success, heralding responsible guardianship for the future well-being of an organisation’s people, performance, assets and reputation. It signals excellence in governance and leadership and is seen as an integral part of an organisation’s resilience, enabling it to thrive, survive and seize opportunity. Continue reading

Resilience and Crisis Management – what to look for in 2014?

By Dominic Cockram

Opinions on hot topics for 2014As the torrential rain and gales continue and, with the wettest January in UK already recorded, the mind swings to what else 2014 will hold for us within the resilience and crisis management world. Just for starters, we should see the launch of two new British Standards for Crisis Management and Resilience, both borne of the increasingly turbulent world in which organisations are operating and striving for success. I have also compiled a list of the Top 10 topics most likely to influence us this year. Continue reading

Business Continuity Planning – 5 Top Tips for Transitioners

By Isobel Nicholas

BCAW2013

To coincide with BCAW 2013, Business Continuity Awareness Week organised by the Business Continuity Institute (BCI), here are our five Top Tips on transitioning your Business Continuity Management System from BS 25999-2 to ISO 22301.

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The crisis management leaders and loners: Personalities of crisis leadership

Leader

By Katie Collison

Successful crisis response rarely happens without the support of a well prepared strategic crisis management team, whose breadth of knowledge and variety of skills combine in a co-ordinated manner under a decisive leader.  However, during my time in this industry I have heard several tales of organisations responding to crises in unorthodox ways. Sometimes one or two Directors (presumably the ones initially notified of impending doom) get together and attempt to solve the problem on their own, without the support of the rest of their fellow management team. These attempts almost always end in disaster as the crisis spirals beyond their control.

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HMV: Rogue employees and corporate communications in the digital age

hmv-logoBy Dominic Cockram

Concerned about hackers, protesters, weather disasters or even the threat of terrorist attack? You may want to look a bit closer to home. It is an established fact in crisis management circles that some of the biggest vulnerabilities an organisation faces come from its own staff. Whether that be a conspicuously hidden post-it note with log-in details to all the company accounts; opening a harmless looking email loaded with malware; or a disgruntled employee (or ex-employee) using company resources to tarnish a reputation.

Last week, HMV learnt this lesson the hard way when their Continue reading