John Liuzzi, CBCP, CBRITP National Director, Business Continuity Southern Glazer s Wine and Spirits

Transcription

1 John Liuzzi, CBCP, CBRITP National Director, Business Continuity Southern Glazer s Wine and Spirits johnliuzzi@sgws.com

2 Introduction So how do you gain alignment and executive support? With the ever-increasing uncertainty of today s world, continuity programs must now more than ever be recognized at all levels of management as essential to organizational survivability To be successful, continuity programs must have motivated engagement at the highest levels of management which is beyond simply buying in and providing a budget What is required is an ever-increasing executive level top-down commitment driven by the passion for the sake of securing the organizational brand and reputation So how do they do it? 2

3 General Observations The majority of organizations and executives DO take Business Continuity seriously The methods by which Business Continuity programs are executed are burdensome, complicated, and antiquated Programs lack an agenda, roadmap, or definition of success Typical approach is fill in this template Planners deliver documents but fail to provide genuine value Programs report meaningless metrics which lack a true measurement of risk, preparedness, or program maturity 3

4 Tenets of Gaining Executive Support LEADERSHIP CULTURE FUNDAMENTALS RELATIONSHIPS OUTREACH 4

5 LEADERSHIP Set the agenda and articulate the vision and strategy Define and manage the roadmap for success Establish program governance protocols and hierarchies Be knowledgeable in all aspects of the business Understand the organizational ecosystem, culture, and DNA Manage and differentiate between projects and a program Adapt program execution based on business evolution Institute ownership, accountability, and responsibility 5

6 LEADERSHIP Promote and maintain the relevancy of the program Be visible and be part of the conversation Ensure risk is managed at the right level Harmonize Business Continuity, Disaster Recovery, Crisis Management, and Emergency Preparedness into one seamless organizational core competency Situational awareness be proactive and aware of the news Incident management command, control, and communicate 6

7 CULTURE Understanding organizational culture is mandatory for success Own the responsibility for cultural change Everyone is accountable to manage risk and continuity Adoption of failure is not an option mentality Business Continuity is the way we do business That would never happen is not part of our vocabulary Business Continuity is embedded into strategic plans, budget planning, change management, and annual commitments 7

8 FUNDAMENTALS Governance Assess Development Improve Update Execution Monitor Test Continuity planning is instituted by an integrated disciplined management structure which drives a continuous cycle of risk management and process improvement that sustains business operations 8

9 FUNDAMENTALS Program is aligned with a maturity model and benchmarked with meaningful metrics to demonstrate progress Adopt a simple, easy to understand, policy focused methodology that stipulates quality deliverables Program is structured for adherence with regulatory and compliance guidelines Program is driven by a holistic risk management approach which is inclusive of all business units, people, processes, technologies, and stakeholders Vocabulary is business speak not continuity jargon 9

10 FUNDAMENTALS Executive Continuity Priorities Based on proactive risk management corrective actions Integration of Business Continuity, Disaster Recovery, Crisis Management, and Emergency Preparedness programs Program availability through mobile devices / apps Centralized plan management Plan and data accuracy current and relevant information Mass notification real-time event situational awareness Incident response plans - workplace violence / cybersecurity Simplified and executable plans 10

11 RELATIONSHIPS Business Continuity takes a village to be successful Everyone has a role and responsibility for Business Continuity no one is left behind Developed by involvement, training, and communications Strategic partnerships with Communications, Human Resources, Safety, Security, Facilities, and Operations teams Shared agenda with Safety and Security 11

12 RELATIONSHIPS Legal Emergency Services It Takes a Village Customers Administration Partners Utilities Facilities Auditors Public Relations Cloud Services Insurance Cybersecurity Finance Executives Safety Human Resources Process Owners Community Supply Chain Information Technology Vendors Restoration Services Security Government 12

13 OUTREACH Outreach creates program ambassadors Seize every opportunity to promote the program Every outreach communication is a teaching opportunity Communicate successes, failures, and lessons learned Exercises are both training and outreach opportunities Outreach communications should include employees, customers, vendors, suppliers, etc. Utilize a multi-media platform approach for outreach 13

14 Final Thoughts Keys To Success Business Continuity requires passionate hands-on leadership Define your specific goals for executive support Role play - be the executive - how would you want to see Business Continuity presented Take advantage of every opportunity to learn the business Define, engage, an involve your village in all aspects Establish meaningful metrics to measure maturity Simplify your approach and your plans Realize you have the best job in the organization 14