This two-part series from Avalution Consulting focuses on defining and embedding a “culture of continuity” within organizations.

PART II: IMPLEMENTING A CULTURE OF CONTINUITY

In part one of this series we defined a culture of continuity as “an organizational state of being in which all personnel inherently work to minimize the likelihood of downtime and improve responsiveness and recoverability as they perform day-to-day activities”.  That’s a pretty high bar for most organizations to meet! 

As such, it’s important to take a moment to truly assess the need for such an undertaking and the true value that it will add to your organization.  Much like any other initiative throughout an organization, it’s important for business continuity efforts to directly align to key organizational objectives, goals and priorities.  In doing so, you’ll be better prepared to gain buy-in and commitment from senior leadership as you will be working to add value to the entire organization, not just push a business continuity “agenda”. Continue reading →

This two-part series from Avalution Consulting focuses on defining and embedding a “culture of continuity” within organizations.

PART I: DEFINING A CULTURE OF CONTINUITY

“Culture of continuity”…it sounds beautiful, doesn’t it?  It flows off the tongue so naturally as we describe the quintessential business continuity program – a program embedded into an organization so well that personnel fully commit to business continuity and consider it in every decision they make.  An environment where executive management considers the organization’s ability to recover from disruption during strategic planning discussions, and thinks about minimizing downtime and maximizing recovery during project development (as opposed to after-the-fact implementations).  But, what does that phrase really mean?  In part one of this series, we’ll define “culture of continuity” and dive into its importance and fit into every organization. Continue reading →