Business Continuity · 2012. 12. 4. · The Business Continuity Institute To raise awareness of the grades earned through experience. • Body of knowledge: Good Practice Guidelines
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© BCI 2012
Business Continuity
Proven benefits and a future role for Business Continuity
www.thebci.org
Lyndon Bird FBCI
Business Continuity Institute
December 3rd, 2012
© BCI 2012© BCI 2012
• Founded in 1994, member-owned, not-for-profit organization
• 8,000 members in 110 countries. HQ in UK, chapters and forums established globally
• Entrance by examination only; professional
The Business Continuity InstituteTo raise awareness of the
• Entrance by examination only; professional grades earned through experience.
• Body of knowledge: Good Practice Guidelines
• BCI Partnership “think tank” for BCM awareness and promotion
• Flagship events: Business Continuity Awareness Week, BCM Executive Forum and BCM World Conference & Exhibition
www.thebci.org
To raise awareness of the art and science of business continuity management (BCM)
© BCI 2012© BCI 2012
BCI Members by Industry Sector
Manufacturing 5.0%
Retail 3.1%Support Services 3.0%
Utilities 2%
Education 2.2%
Health Care 4.5% Government 19% Construction 0.6%
Recreation 1.5%
Transportation 1.9%
IT 12.4%
Other 0.7%
Finance & Insurance 18.5%
Mining 1.0%
Real Estate 0.9%
Professional Services 24.0%
© BCI 2012© BCI 2012
RegionRegion ProportionProportion
Europe 49%
North America 19%
Asia 10%
Where geographically are BCI active?
Asia 10%
Australasia 9%
Africa 6%
Middle East 4%
Latin America 3%
TOTAL 100%
© BCI 2012© BCI 2012
Myths about Business Continuity
• It is only for large companies
• It is mainly about technology recovery
• It is very expensive to implement
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• It is just for regulated business (financial services)
• It’s primary purpose is compliance
• It has little or no direct benefit
© BCI 2012© BCI 2012
Purpose of Business Continuity
• Improve resilience and hence performance
• Improve management of business complexity and
process dependencies
• Improve customer service by protecting delivery
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• Improve customer service by protecting delivery
of goods and services
• To influence strategic decisions and enhance
corporate governance
© BCI 2012© BCI 2012
Causes of Disruption
Sources of Disruption (from 50 countries)
Adverse Weather
Unplanned IT or telecom outage
Transport Network Disruption
Earthquake/TsunamiEarthquake/Tsunami
Failure by outsourcer
Loss of key skills
Product Quality problem
Volcanic Ash Cloud
Insolvency of key supplier
Civil unrest/political conflict
Industrial dispute
Fire
Cyber attack
© BCI 2012© BCI 2012
Main Concerns by Sector
• FINANCIAL SERVICES– Unplanned outage of IT or Telecoms
– Adverse weather
– Cyber Attack (malware)
• RETAIL AND WHOLESALE– Adverse Weather
– Transport Network Disruption
– Fire to warehouse or retail outlet
• MANUFACTURING– Product Quality Incident
– Natural Disasters in Asia
– Adverse weather
• GOVERNMENT &PUBLIC SECTOR– Adverse weather
– Unplanned outage of IT or Telecoms
– Failure by outsourcer
© BCI 2012© BCI 2012
Reported Impacts
1. Loss of productivity
2. Increased Cost of working
3. Loss of direct revenue
4. Increased customer complaints
5. Reduced customer service
6. Delayed cash flows6. Delayed cash flows
7. Product release delay
8. Damage to brand image or reputation
9. Fine or an increase in regulatory scrutiny
10. Product recall or withdrawal
11. Shareholder concern
12. Share price fall against market trends
© BCI 2012© BCI 2012
BCM Benefits: Recovery, Continuity & Resilience?
If you have BCM arrangements in place, how strongly would you agree with the following
statements?
© BCI 2012© BCI 2012
© BCI 2012© BCI 2012
The Future for Business
Continuity?Continuity?
© BCI 2012© BCI 2012
Today “in-house BCM” dominates68% of respondents take a DIY approach to BCM
Base: 575
© BCI 2012© BCI 2012
There’s enthusiasm to align to the ISO
Certify
Comply
“We will not do this”“Don’t know”“Yes, we will”
Certification levels are forecast to treble over three years
Base: 546
Comply
Align
© BCI 2012© BCI 2012
Business Continuity
Capability of the organization to continue
delivery of products or services at acceptable
levels following disruptive incidentlevels following disruptive incident
– ISO 22301:2012
© BCI 2012© BCI 2012
A holistic management process that identifies
potential threats to an organization and the
impact those threats if realised might cause.
It provides a framework for building organizational
Business Continuity Management
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It provides a framework for building organizational
resilience with the capability for an effective
response that safeguards the interests of key
stakeholders, reputation, brand and value creating
activities.
© BCI 2012© BCI 2012
Traditional Business Continuity
ITPeople as a Resource
Sites & Facilities
© BCI 2012© BCI 2012
A new direction for Business Continuity
A strategic management tool / process for the business offering:
• Protection of value and reputation in a crisis;
• Competitive advantage through greater resilience; and
• Better risk management and more transparent corporate
governance.
© BCI 2012© BCI 2012
The evolution of Business Continuity
• Operational
• Specialist Practitioner
• Availability Risk Treatment
• Strategic
• Embedded
• All Risk Classes
One path looks familiar, the second less so…let the debate commence!
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