If your organization has not already invested in business continuity, selling the “business continuity” business case to executive management can be difficult.  Many believe that since they’re already paying for insurance, investing in business continuity is paying for the same end result twice.  However, getting management committed to the concept and requisite investment can often depend on how you sell the benefits, focus on your audience’s key priorities, and keep the pitch realistic and relevant.  This article summarizes specific topics and techniques to help management see the value business continuity can bring to your organization. Continue reading →

I recently read a column in the Disaster Recovery Journal where the editor interviewed John Copenhaver regarding Standards, Resilience and the Future of Business Continuity Management (BCM). John made the following statement when asked about the importance of standards:

“However, while these things matter [how to get the attention of top management, what methodologies to use, what the right terminology is and so on], they are not necessarily the root cause of why we as a profession are not as effective as we might be. I think that there are deeper problems to address, such as what does effective BCM looks like, where is the discipline heading and where will it be in five years time?”

I thought the question regarding “what does effective BCM look like” was intriguing. It’s such a basic question, but, as I continued to think about it, I could see why a simple answer isn’t that easy to give. Continue reading →