Global Crises: What We Really Need to Do to Be Prepared. Day One / Session C5

Transcription

1 Global Crises: What We Really Need to Do to Be Prepared Day One / Session C5 April 12, 2010 Clyde Berger Adam Chusid 0 Today s Objectives Present practical solutions for building a viable sustainable program as global crises rise Provide insight to tools and approaches available for your program Challenge the status quo 1

2 Topics for discussion 1. Key program challenges 2. Building a practical foundation 3. Leveraging the enterprise 4. Measuring program success 5. Closing summary 2 (1) Key Program Challenges Rising events Limited resources Business ownership 3

3 Challenge #1 - Rising Events Global / Enterprise-wide impact Shared events Natural Disasters Pandemic longer durations Terrorism Cool website: 4 Challenge #2 - Limited Resources Less Staffing BCM Business Area Less Budget Consultants/Contractors Tools Travel 5

4 Challenge #3 - Business Ownership Less BCP skilled resources Challenging priorities Resource challenged 6 (2) Building a Practical Foundation Building a bridge to the business Focus on business priorities & risk Align risk across the silos Build reasonable recovery strategies Manage communications 7

5 Building a Bridge to the Business Facilitation vs.. Assignment vs.. Doing it for them Pros & Cons Team Approach Who & how Value of Face to Face BCP is a people business is it always practical and necessary? 8 Focus on Business Priorities and Risk Defining Risk Parameters What does critical mean Now that I know now what? Identification of critical work activities or essential processes RTOs vs.. RPOs Setting priorities based on critical and outage type & duration 9

6 Alignment of Risk Information Technology RTO matrix defined Work Dependencies Upstream & Downstream Impacts Ownership of Risk Acceptance of Risk in Uncertain Times Global Crises may be rising Global Crises may be more intense Does that matter when planning? 10 Reasonable Recovery Strategies Identifying your recovery strategy Is it the outage type? Outage Duration? Outage Severity? Impact vs.. Threat Should you write a plan for the type of disaster / crisis? Or the type of Impact 11

7 Impact and Response Strategies and practical recovery solutions using a simple technique. Impact to key components of your work life should dictate how you recover You lose your facility or part of it You lose the tools you use to do your work You lose the technology that supports your activities You lose or don t have access to the people that drive your business Your suppliers and vendors have suffered a similar fate 12 Managing Communications Communication goes up % during an outage or incident But is that in a good way or not? Who should be part of communication plan? How will you do it? When do senior leaders get notified and play a vital role in communication? 13

8 (3) Leveraging the Enterprise Glocal-ization of plans Using functional templates Considering population/transactional risk Managing country / rep offices 14 Glocal-ization of Plans Aligns business processes and priorities strategies across an enterprise Tactical recovery plans are developed locally Strategic: Business Impact Analysis (BIA s) and Recovery Strategies Tactical: Call trees, dependencies and recovery requirements Global Common Processes Local Site-C Info Site-B Info Site-A Info 15

9 Using Functional Templates Create a customized Plan Template - Similar groups across multiple locations Common processes and teams geographical distribution Sales offices, call centers, functional support operations BCP Plan 16 Considering Population/Transaction Risk Prioritizes transactions within a process New vs. renewal vs. transaction type Identifying data source and risk parameters 17

10 Managing Country/Rep Offices Satellite offices needing country presence High country risk low process risk Must consider life safety / crisis management Impact Low High Low Probability High 18 (4) Measuring Program Success Setting expectations Measuring BCP readiness Program capabilities Executive ownership 19

11 Setting Expectations Set reasonable goals based upon policy Look for 3-6 month incremental advancement Ultimate objective: development of a BCP plan that has been tested and considers an outage duration of at least 1-2 weeks Target: Golden Quadrant 20 Measuring BCP Readiness Look beyond measuring only compliance (traffic light) Measure BCP risk using BCP C.A.R.E.S. metrics Measure recovery risk collected during BIA analysis C Compliance A Awareness R Recoverability E Effectiveness S Strategic Alignment 21

12 Program Capabilities Responses to actual events and facilitation of Postmortems Managing of BCP issues Level of audit findings Which best describes your program? 22 (5) Closing Summary Acknowledge your challenges Build a practical foundation measure, prioritize, align, and communicate Leverage the enterprise think strategically, execute locally Develop business ownership engage management as a risk management exercise 23

13 THANK YOU Questions??? Open Discussions 24 Speaker Contact Info Adam Chusid President, Genesis Global Group Tel: Clyde Berger President, Imagine Continuity Enterprises Inc. Tel: