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Read Why Business Continuity Has To Be At The Front Of Your Board's Agenda To Maximise Profitability In The 21st Century.
Enlightened directors are finally realising the value of designing a business continuity management system as a way of improving their commercial advantage and assuring shareholders of their ability to supply. With business failures routinely appearing in the business bulletins, isn't it time that your business joined them?
Business Continuity has emerged in the previous 6 years as a necessary element of good management for public and profit-making organizations of all shapes and sizes.
Progressively we are observing large, established institutions collapse because they have failed to foresee and plan for significant disruption and disaster. So what can business owners and directors do to ensure their firm won't come undone in these difficult market conditions?
The good news is that there are both business continuity processes and companies available to help business managers defend their company from the gamut of hazards and threats they face; but where do you take the first step?
Most organizations find that it's best to decide as a board that business continuity is vital to your organization and then put some money behind that decision.
With resources agreed, you should agree an achievable schedule for improving your organization's resilience to interruptions and communicate the scope of products and services that the business continuity programme will cover to help clarify the work expected from the team that you set-up to create your business continuity policies, strategies and plans.
If you haven't got business continuity expertise within your organization, you would be advised to look to the marketplace for suitable providers who've demonstrated competence in the development and delivery of business continuity management services for businesses of your size.
With your team in place, you'll need to start by determining your most vital products and services; the things that bring most of your revenue or have the biggest impact if they are delivered or not). Most organizations find that around 20% of services produce 80% of the benefits that accrue to the organization and those they serve so it's sensible to get to grips with these initially.
Once these vital products and services are captured the team needs to look at the people, equipment and processes that come together to deliver them; including the supply of raw materials, utilities, staff, data and operational sites.
With the business processes mapped out for each critical product or service, you should seek out weaknesses within those processes and work out how they would affect the quality of supply if they cropped up.
Once you realise where your business is vulnerable you can design draft strategies and plans to reduce the risk of those disruptions developing or their impact: for example if a product depends on availability of electrical power, you might install back up supplies from another switchboard or portable generators.
The nature and range of the strategies and plans you agree will be determined by the perceived importance of the product or service and your available resources you might choose to create crisis response plans first to reduce the scale of the disruption whilst you work on establishing the degree of resilience needed to rule out foreseeable disruptions.
Usually you can significantly minimise the potential loss to your organization's outputs by examining the "what-ifs" so it makes evident sense to do so; whether you are driven by legislation, competitive forces or straightforward common-sense.
Get started today, before circumstances make you wish you had not sat on the fence about putting a suitable business continuity management organisation in place.
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