Going Global. Michael Lazcano

Transcription

1 Going Global Michael Lazcano

2 Agenda Building the organization where to start The shape of your organization The Scope of responsibility Crisis leadership starts with practice Summary and questions 1

3 Building the Organization - Where to Start Short chain of command to your Executive sponsor Leverage with the most visible and ubiquitous part of the organization Some Important Considerations: Support executive sponsor BCP Steering Committee Internal Audit Where to best place BCP within the organization? Information technology? Corporate security? Risk management? Within a service department? What s the scope of BCP s responsibilities? Strategic advantage Disaster recovery Preparedness and awareness? Crisis management? Business continuity planning? Pandemics Global financial crisis (Euro Zone) Cyber attacks Important Considerations 2

4 Building the Organization - Where to Start Risks and hazards: Identification of risks all hazards Risk Assessment Tool (RAT) Business Impact Analysis Planning software Standardizing and scalability: Tools and resources The leader of the BCP organization must: Know if the business is ready Understand the company s business and priorities Understand the organization s culture and stakeholders Remain aligned with the Company s direction, goals and objectives Important questions: What is it that makes you and your services attractive to your stakeholders? How will you earn the right to expand BCP within the organization? What creates value? How do you create a BCP product that sells? Leadership 3

5 Building the Organization - Where to Start Leadership: Building a global BCP program is an opportunity to call upon your internal sense of direction and leadership: Emotional intelligence Personal power Maslow s hierarchy of needs Alignment with the company s goals and objectives Demonstrating the company s values Effective Leadership: You will hear words such as: Personal integrity Persistence Charisma Intelligence One might call them critical thinkers You will know a leader when you experience one Effective Crisis Leadership: You will hear words such as: Remains calm, courageous and positive throughout the crisis Has a profound sense for the welfare of those being served Remains resilient even under difficult conditions Understands the need to be in service for others Reinforces and praises the team You will know a crisis leader when you experience one Leadership 4

6 Building the Organization - Where to Start During disasters what happens The circular response model Pre disaster effective situational analysis sources of information Rules of engagement during the BCP conference call Tracking all situations touched - demonstrate value BCP Conference Calls: Ensure everyone is a success: Pre-calls out to participating members of the ICS Process and protocols What s expected Minimize anxiety Post disaster: After Action Reporting (AAR) opportunities and a survey of key stakeholders Team mechanics what makes a good team and qualifications: Certifications An eye towards organizational resiliency Working knowledge of outside agencies The ability to stretch during disasters Leadership 5

7 Building the Organization - Where to Start Business Continuity Business Resumption 2 3 Disaster Recovery 1 It s all about breaking down silos: Members of Incident Command Structures: Corporate security Corporate communications ER/HR Facilities Finance- payroll Corporate Information Technology Corporate travel The field store network Store maintenance Transportation and logistics Internal: Senior management executive sponsorship The BCP Steering Committee Enterprise risk management group External: Local and city government State Memorandums of Understandings (MOUs) Leadership Emotional Intelligence Relationship Management 6

8 Building the Organization - Where to Start Business Continuity Business Resumption 2 3 Culture of Resiliency Disaster Recovery 1 Leverage against the company s culture and infrastructure to move it towards organizational resiliency: Executive Sponsor Internal communications Company internal website the aftermath of a disaster Department meetings Leverage orientation for new employees to share the stories of the organization s culture and values Create a culture of global preparedness and perpetual vigilance You can only be present to the level that you are prepared 7

9 Building the Organization - Where to Start Common Terminology: Information and intelligence management Integrated communications Manageable and scalable span of control Pre-designated incident mobilization center locations and facilities Unified command and assistance Accountability of personnel and resources ICS Activation Plan: Objectives Use of critical resources High level activities Data collection for use in the after action reporting (AAR) ICS Command Staff: Command comprises the Incident Commander (IC) and Command Staff: Communications Security Facilities Policy and executive leadership Key functional support General Staff: Includes incident management personnel represent major functional elements of the ICS Provide more granular support, guidance and information Unified Command: Such that the ICS provides guidelines to remote geographies to coordinate, plan, and interact effectively. For example, the Corp. ICS assists a remote ICS Your Incident Command Structure - at the Heart of Success 8

10 Building the Organization - Where to Start ICS Core Team Incident Commander Senior Management Policy Making Corporate Security Corporate Communications Operations Support Facilities Information Finance HR / ER ICS Business Operation Team ICS Support Team ICS ER -HR Team Your Incident Command Structure - at the Heart of Success 9

11 The Shape of your Organization The Shape of your Organization High vulnerability Centralized High agility Hybrid De- Centralized Low agility Regional Adaptability Low vulnerability The shape of your BCP organization can significantly influence its ability to remain resilient during crisis: Centralized: More vulnerable during crisis Decentralized: Less vulnerable during crisis, but prone to loss of control Hybrid organizations: Retains centralized control while empowering resiliency and agility across the organization Your BCP organization s mission, vision and guidance establishes program boundaries Agility, Adaptability and Success 10

12 The Shape of your Organization We re at you service bcp Regardless of the BCP organization s shape ensure you: Establish Corp. BCP s direction: Mission statement and vision in alignment with the company s direction, values, goals and objectives Identify standards and expectations specific to: Documentation and repositories of information Tools and resources and BCP education and awareness Mandate drills: Emergency notification system and BCP hotline Evacuation sites Local and specialized resources Establish accountability: Exercises, results and reporting to management Support by internal audit Establish Direction, Standards, Expectations and Accountability 11

13 The Scope of Responsibility Lead by Example The Leadership BCP Resource Guide: What to do during a disaster: During normal business hours After business hours While traveling Earthquake response Local evacuation sites How to use the Corp. BCP Hotline The emergency notification system The Corp. BCP Conference Call Emergency food supplies International assistance Emergency Operation Centers Personal preparedness A checklist for Executive Leadership Important phone numbers Emergency contact information Satellite phones The role of the ELT during disasters Communications Incident Command Structures Data centers Global emergencies Executive Leadership First 12

14 The Scope of Responsibility What s your communication response matrix? Little things New worthy things Big things Response from Corp. BCP considers: Direction to the organization The safety and security of employees and customers Impact to employees, critical infrastructure or work facilities The trigger response from Corp. BCP: Anytime an incident occurs that has the potential for internal chatter, or results in a serious impact to employee or to a facility Communicating 13

15 The Scope of Responsibility Proficiency A hybrid approach to emergency communication tools: An effective and efficient emergency notification system for use by local Incident Command Structures Access to a BCP Hotline (for recording situational updates) Access to a local conference call Access to a global conference call To achieve this you ll want to: Train on the use of tools Promote local ownership Verify competence with the tools Communicating 14

16 The Scope of Responsibility Executive Leadership s VM box Main Message and Situational Update Access to Menu Options Press 0 for Corp. Security (24/7/365) Menu Options 1 2 Menu Options India South Korea Japan Europe NYC China SF Stores DCs 3 4 Triage Press 0 to be transferred to Employee Services Communicating 15

17 The Scope of Responsibility Frugal Innovation Understanding the scope of possible impact is easier when supported by visualization tools such as: GoogleEarth and.kml/.kmz files Secure others (resources) to create the.kml/.kmz files Google Earth overlays: NOAA USGS Wildfires Weather Radiation levels Pandemic outbreaks Perpetual Vigilance: Automatic notifications services Assessment Tools 16

18 Crisis Leadership Starts with Practice Challenge? Stand alone Clustered 1 2 Corporate BCP s role Your role Resources available to you: Emergency notification system The BCP Hotline Personal preparedness Contingency resources Call trees for contacting employees BCP repository of information The Incident Command Structure Supporting documentation ICS activation plan BCP plans ER/HR response protocols Recovery strategies and primary concerns The ICS Exercise sneak peek The ICS exercise Introductions observers and others Thank you! Exercises 17

19 Crisis Leadership Starts with Practice General Assumptions Collaboration Day One Scenario Your response Situations Actions taken 2 Day Two Scenario Your response Situations Actions taken Members of the ICS Day Five Your response Situations Actions taken Observations and Feedback Completion Document how did you do? Reporting to the BCP Steering Committee Pre and post-exercise survey Exercises 18

20 Crisis Leadership Starts with Practice Remember, it always comes down to these, or a combination of these: Your staff is unavailable Your facility is unavailable Your systems and applications are unavailable During disasters, decisions are best made by using points of information provided to you Consider the following: Are employees OK? What is the company facing? What are the options for supporting critical business functions? How do we communicate direction and instructions? What are the risks involved in the decisions being made? Are there any unintended consequences for the decisions being made? Work arounds Exercises 19

21 Crisis Leadership Starts with Practice Develop Critical Thinking Consider: Awareness: What s happening? Assessment: Employee impacts Facility impacts Application impacts Communications: Tools Deployment and updating of messages Status meetings (cadence, locations and logistics) Update: Situation reporting At end of the discussion period, provide a situation report to BCP Note items for remediation Use notes as a part of an informal After Action Review Exercises 20

22 Crisis Leadership Starts with Practice Collaboration Your relationship with Information Technology should: Be strong as a function of IT s position on the Incident Command Structure and participation during serious business interruptions or disasters Provide guidance: Through on-going assessment of an application s criticality In influencing IT s recovery strategy for applications as a function of criticality Information Technology Specific to IT s exercises in collaboration with business partners: IT s recovery procedures with BPs: TableTop and expectations of recovery timelines Vendor fail-over exercise: Outlook Voice Mail Silo exercises: Recovery of a specific application and database Application recovery exercises data centers Exercises 21

23 Summary A short chain of command to your executive sponsor is better than a long one Leverage against the most visible and ubiquitous part of the organization The shape of your BCP organization significantly influences its ability to remain resilient during crisis Effective leadership is key Understanding the scope and possible impact of a situation is easier when supported by visualization tools An ICS is based on proven management tools that contribute consistent and predictable span of control and response Leverage against the company s culture and infrastructure to move it towards organizational resiliency: Leadership that embraces critical thinking Create a culture of preparedness and perpetual vigilance Support a well-protected workplace Empower a well-informed workforce Remain a part of the larger community Think Globally 22