Keep pace with business BCM IN A FAST EVOLVING COMPANY

Transcription

1 Keep pace with business BCM IN A FAST EVOLVING COMPANY

2 About BEATRICE TURRINI BUSINESS CONTINUITY MANAGER

3 BCM Program startup

4 Some fundamental questions ABOUT YOUR BUSINESS What is the core business today (tomorrow)? What is strategic in the next 5/10 years? What does BCM mean for your organization? ABOUT YOUR ROLE BCM objectives? Compliance/regulatory Continuity of operations Industry/service proposition Stakeholders Management commitment? BC awareness in the organization?

5 Program initiation Professional training on standards /best practices Setup of the program aligned with standard methodology when possible Learn about specific compliance/regulatory requirements Identify a sponsor in the senior management Define scope and objectives, obtain approval

6 Standard approach Sequenced activities Risk Assessment and BIA identify the scope of following processes Strategy need management approval to accept/treat and may generate multi-year projects BC Plans developed/updated after strategy Exercising at the end

7 About BCM planning after the initial cycles Management Management Management Management Sequenced and planned activities BIA scope can include more processes Analysis can get more detailed on some assets (e.g. IT or suppliers) Plans can be reviewed and exercised on a regular basis Awareness/training program expanding through organization time

8 About business speed

9 When business is fast-changing Align BCM scope to business strategy ask your marketing / strategy team about new products, partnerships, campaigns stay informed on changes for existing services or customer processes investments go where company strategy goes: does this new plan have synergies with BC strategies? as soon as possible set up a quick risk assessment to detect main threats evaluate the need for an extensive analysis when service/change will go live

10 When business is fast-changing Be ready to change your plans ready to shift priorities based on time-to-market of new services/products segment phases to guarantee flexibility deliver quick specific analysis instead of complete reports Step up trough improvements use exercise to engage teams in creating plans and to review procedures control the BC program and delegate standard activities as your maturity model improves

11 When business is fast-changing IT change management is critical success factor: Process documentation: is it accurate and up-todate? Reverse engineering is not an option Organization : BCM roles and responsibility re-assignment Continuous training Crisis management exercising

12 Complexity and timelines 2012 First BIA/RA report: 3 months 2014 BIA/RA report : 4 months 2014 BIA/RA report on a new strategic line of service : 2 months 2015 Methodology improvement only: 2 months 2016 BIA/RA report : 6 months 2017 BIA on a new strategic line of service: 2 months

13 Lessons learned DOING THE JOB

14 1. Talk BUSINESS Transform BC objectives in plain business objectives: we would not be able to activate new customers for 1 week our call center would be unreachable for 8 hours % customers are likely to unsubscribe in the first 48 hours, another % in the next week

15 2. Talk WITH business To understand the business objectives: find out next milestones operations constraints To be informed of changes before they happen New products/services Supply chain relocation

16 3. When complexity grows YOU NEED SOME HELP Identify BCM representatives / champions in the key parts of organization and engage them in your planning Delegate technical assessments, strategy review, etc.. to experts, agree on methodology and deliverables DR solutions, plans and testing > IT department Organization change management > HR Suppliers BCP > business units, purchasing.. Simplify and build templates When you are ready, implement tools

17 4. Engagement through exercising ARE YOU A BCM EVANGELIST? Create a basic foundation with training and go to exercise as soon as possible Go through the big picture, processes and objectives to share the value of tests / exercising / team working When possible exercise with very few guidance, and let new ideas and discussion emerge Use role-playing and tools to create an active learning experience

18 Lessons learned ABOUT TOP MANAGEMENT REVIEW

19 1. Talk BUSINESS

20 2. Talk WITH business NO SURPRISES! Announce the initiatives or issues in discussion in advance Explain top priorities and business impacts Detailed analysis can be explained if asked (make it available for further discussion on demand)

21 3. Money is for business DOES FUNDING BC STRATEGIES MEAN PROTECTING BUSINESS? Speak loud the high vulnerabilities What strategies will enable business needs or enhancements? Don t bother top management with low priorities- get the other lines to set as their priorities

22 Smile! It s easier. IF YOU ARE DOING A JOB YOU RE PASSIONATE AT PEOPLE WILL NOTICE IT

23 Thank you