Skills and Insights for

Transcription

1 Skills and Insights for the BCP Manager Dr. Steven B. Goldman Speaker and Consultant Web Site: E mail: www. SteveGoldmanAssociates.com Steve@SteveGoldmanAssociates.com Agenda Introduction Leadership Attributes You Need Organizational Change Starting/Moving your BC Program Forward Moving your Career Forward Summary 2

2 Fire Exits... and Also... Cell Phones and Pagers OFF or VIBRATE! Handout vs. Projected slides Adapt this Session to your specific needs and organization DRJ Evaluation Forms Please complete! 3 Dr. Steve Goldman 35+ Years Experience Crisis Management, Business Continuity, Disaster Recovery, Crisis Communications Key Consulting Areas Plans and Procedures Training all levels Drills and Exercises Advice and Mentoring Seminars/Conferences DRJ, Harvard, RIMS, IAEA, MIT Course MS Engineering MIT Ed.D. University of Massachusetts 4

3 Information Sources Hands on Experience since 1978 (Crisis Management, Crisis Communications, Business Continuity, Disaster Recovery) Past positions; past and present clients Extensive BCP Industry Literature Review Doctoral Research 5 Doctoral Research Inquiries What leadership attributes are needed for the successful development of an organization s crisis plans? Is organizational change is required to develop an organization s crisis plan? What does it take to start or move forward your BCP Program? What is the state of emergency preparedness and response in four MA school districts? 6

4 Leadership Attributes 7 Some sources about Leadership Business Leadership Google ~ 950,000 hits Amazon ~58,800 books, DVD s, etc. Organizational Leadership Google ~639,000 hits Amazon ~24,000 books, DVD s, etc. Crisis Leadership Google ~84,900 hits Amazon ~9,400 books, DVD s, etc. 8

5 Leadership Research shows that organizational leadership influences how an organization prepares for and responds to a crisis. However, only limited research exists concerning leadership attributes needed to develop/improve an effective crisis plan/program. 9 Leadership Attribute A quality, characteristic, skill, or practice that a leader possesses or employs Note: Leadership attributes and organizational change are those necessary to develop a crisis plan program, not for response to a crisis 10

6 Leadership Attributes Needed Knowledge of the topic Senior management support Relationship building skills Communications skills Dedication, focus, and belief in the task The vision of what is required Project management skills Understands the organization, people, and the system Authority, respect, personal traits 11 Organizational Change 12

7 Organizational Change Organizational Change Google: ~1,240,000 hits Amazon: ~54,000 books, DVD s, etc. Organization chart change Organization culture change 13 Organizational Change Organization chart change The addition of a position to the organization for BCP/crisis plan development purposes Does size matter? For a large organization Staff dedicated to BCP (and DRP) Part time effort for some department/facility employees For a small organization Part of responsibilities for a manager/director/designate 14

8 Where is BCP in your Organization? Audit / Compliance Business Continuity Program Office Emergency Management Environment, Health & Safety Facilities Finance Human Resources Information Technology (IT) Legal Operations Risk Management Security??? 15 Organizational Change Organization culture change Attitudes, behaviors, practices, perceptions, and artifacts (documents, policies) which shape the collective understanding of the organization The way we do things around here Source: Deal & Kennedy (1982), Corporate cultures: The rites and rituals of corporate life 16

9 Organizational Change Findings Organizational chart change may be needed, but that alone is no guarantee that you will succeed To succeed, BCP must be part of your organizational culture. If not, an organizational culture change is necessary Management support is a key part of that organizational culture % SOURCE: Trending in Business Continuity An Assessment of Data Collected Between ; Prepared by BC Management, Inc. June

10 Starting/Moving your BC Program Forward 19 Organization Culture Change Three Phases of Change Initiation The decision to proceed with a change Implementation Usually the first years of use Institutionalization Either the change gets built into the system or it disappears. Source: Fullan, M. (2001). The new meaning of educational change. 20

11 Starting/moving your BCP Program forward Phase 1: Initiation Construct Phase 2: Implementation Launch Phase 3: Institutionalization (or not) Orbit (or Burn up) 21 Construct (Phase 1) Initiation Obtain the required knowledge base Organize yourself first Know where you are Understand where you want to be (the vision) Develop a strategy to get from here to there Get management support 22

12 Construct (Phase 1) Initiation Build (or repair) relationships Build your BCP empire Hire staff if needed/possible Get a BCP Coordinator for each department Start spreading The Word Start development/revision 23 What about Consultants? Cons Co$t Can take advantage of your lack of knowledge Dependency on their people Dependency on software No knowledge transfer Constant marketing Can make you look really bad Pros Has needed expertise Has needed resources Bring new perspectives Has experience Knows problems Objectivity Credibility with management Can make you look very good Money can buy a BCP plan or software, but money will only rent knowledge and experience 24

13 Launch Phase 2: Implementation Divide, conquer, and expand Start with the executives, then do the departments Manage expectations, then exceed them Aim low and achieve at first Aim higher and further each succeeding time 25 Launch Phase 2: Implementation Remain dedicated and focused, but flexible Watch out for gimmicks One tabletop drill is worth 1000 pages (of plans) 26

14 Management Support The best way to get management support: Involve them in a Drill/Exercise! 27 Orbit (or Burn up) Phase 3: Institutionalization Follow up and follow through If you are not interested, why would anyone else be? Make visible progress after drills/exercises/events Keep the plans updated (e.g., contacts: quarterly) Communicate all you do (in a low key manner) For any event, ask if parts (or all) of the BCP should have been initiated 28

15 Orbit (or Burn up) Phase 3: Institutionalization Keep BCP exercises current and interesting Exercise scenarios with company specific situations Involve primary and backup response staff Have issues for all departments to resolve Minimize simulation Use actual equipment/facilities Involve local/state/federal responders 29 Exercise Scenarios Same Scenario: Different Cultures Different Results! USA England Japan Israel France 30

16 Orbit (or Burn up) Phase 3: Institutionalization Keep BCP on the company radar Analyze current events as they relate to your business Fuel costs/shortages; sinkholes; pandemic; cyclone affects your foreign operations; ship with needed inventory sinks Company newsletter articles; department meetings Quarterly meetings with your BCP Coordinators Sponsor industry meetings; involve your executives Other issues: Prevention, event analysis, corporate involvement, outreach, coordination Orbit (or Burn up) Phase 3: Institutionalization Your Goal: BCP is The way we do things around here 32

17 Keeping in Orbit What have you accomplished? How does your program compare? Local, your Industry, BC/DR Industry Has your program been validated? What else has been improved? How is your program viewed? Internally and Externally 33 So much for your BC or DR Program.... What about your career? 34

18 Stay Ahead of the Game What have you accomplished? How does your program compare? What makes sense for Your Organization? Think and be Strategic! What will get Executives attention? What is on the horizon that Executives should know about? Remember BCP and DR are Enterprise Wide, Highly Integrated, and Executive Driven Enhancing your career Review the guidance under Orbit Keep BCP on the company radar Keep BCP exercises current and interesting Follow up and follow through If your Program succeeds, you will be noticed And your career will succeed! 36

19 One of our studies has shown that since 2009, respondents have indicated that IT/Disaster Recovery and Business Continuity strategies have increasingly supported organizational needs. Cheyene Marling President, BC Management, Inc. SOURCE: Trending in Business Continuity An Assessment of Data Collected Between ; Prepared by BC Management, Inc. June Other BCM Industry Survey Trends Increased awareness at the chief officer level A shift in program sponsor from mid management/ management to the chief officer level/ board committee. The chief level program sponsors are stepping up their level of engagement with the business continuity management program. Adding more full time, permanent personnel dedicated to the program and a decrease in downsizing of personnel in the next year. A shift to an enterprise wide resiliency focus with increased executive support Acknowledgement of increased standards that will more than likely continue to evolve the profession in the future. SOURCE: Trending in Business Continuity An Assessment of Data Collected Between ; Prepared by BC Management, Inc. June

20 What does this mean to your Career? Life is Good! We are becoming recognized more and more We are being taken seriously We have a career path! Vice President, Business Continuity Vice President, Disaster Recovery Chief Resiliency Officer Some additional concepts Your BCP Procedures does size matter? Keeping up with technology When you get to where you want to be... 40

21 BC or DR Procedures For an individual BC or DR response position, how many pages is the procedure? 1 page 10 pages 20 pages 100 pages 253 pages 41 The Pace of Technology moves fast! To reach 70% of US households: Basic landline telephone: 52 Years Cell phones: 17 years Apple App Store 2008 ~ 500 apps Today > 1,000,000 apps Facebook 0 to > 1.1 Billion users 9 years Apps image from : appstore subscriptions /

22 When you get to where you want to be Savor your cost effective and world class Business Continuity / Crisis Management Plan. You have earned it. Warning: Do not let your BCP/DR/Crisis Management program lag. No one else will take the responsibility Should something happen, no one else will take the blame When you reach this point, do NOT get complacent. Your Mantra will now be: Continuous Improvement 43 Summary 44

23 Summary BCP Managers need certain specific leadership attributes to successfully develop/upgrade their BCP Programs. The key attributes are: Knowledge of the topic Senior management support Relationship building skills Organizational chart change may be needed, but that alone is no guarantee that you will succeed To succeed, BCP must be part of your organizational culture. 45 Summary If your Program succeeds, you will succeed! But you need to stay ahead of the game And you need to keep BCP relevant Organization Executives You 46

24 Concluding Remarks Business Continuity Planning Is counterintuitive Requires knowledge, preparation, and strategy Done well, Business Continuity Planning Furthers your organization s goals Protects your organization s staff, functions, etc. Can be one of the most challenging, interesting, and rewarding positions in your organization 47 Questions? 48

25 MIT Professional Education Course Crisis Management and Business Continuity August 4 8, Thank you! Feel free to contact Dr. Steve with any questions or issues: E mail: Steve@SteveGoldmanAssociates.com Website: Steven B. Goldman 50