In the aftermath of the US Capitol attacks, critics dissected the security response – a failure to predict leading to a sluggish, reactive response. And that’s often how we review incidents of civil unrest, through the prism of security operations. But we might be missing something crucial by this limited focus – namely the role of crisis management in securing key assets.
It was mere months ago that a bomb threat gripped Australian schools. But already, educational institutions and other organisations might be forgetting the lessons.
While those threats turned out to be hoaxes, the risk remains real. How to prepare your organisation?
2020 was no doubt a year for the crisis record books. So, what can crisis leaders expect in the year ahead? Not Nostradamus-level prognostication, here, but the safe bet is on the acceleration of severe weather events.
Most models of business recovery assume that the crisis itself has ended. Unfortunately, COVID-19 has proven far more durable than most major disasters. So, for businesses trying to get back to full, pre-crisis operations – the goal of recovery – what can be done to mitigate the logistical hurdles of business recovery from the COVID-19 crisis?
Topics: Crisis Newsletter
Just last month, there were five named storms in the Atlantic all at once – a rarity last seen in the early 1970s. Nor is the Atlantic the only hotspot for storm activity. The interim Royal Commission investigation into last season’s bushfires also forecasted increasingly “erratic” storms hitting Australia.
For crisis leaders battered by COVID-19 yet still in the path of surging storms, it’s not only time to dust off your severe weather preparedness plans but also to get acquainted with the Incident Command System (ICS).
We’ve said it before. Producing the assets that are relevant to the context of your organisation will only strengthen a business case for the business continuity planning resources needed to maintain acceptable levels of risk – once you’ve measured them.
But what would those resources look like? We argue, practical business continuity technology should be part of the mix. Why? Well, during moments of disruption, every minute matters. And manual processes are ill fitted to help you meet recovery time objectives (RTOs). Read on to find out why.
In the midst of the COVID-19 crisis, business continuity plans (BCPs), processes, and programs have never been in greater demand. But we’ve been here before.
Both the 11 September 2001 terror attacks and late 2000’s financial crisis spurred similar upticks in the popularity of business continuity management systems (BCMS). And yet, by the time COVID-19 came along, an alarming number of companies were unprepared.
Why didn’t business continuity management take off before; and how can you build a sustainable program today?
The scale of the COVID-19 disruption to what had long been normal working arrangements has been unprecedented. Take remote work: an early April 2020 MIT survey revealed that nearly a third of all workers in the U.S. who had been employed the month before were working from home, up from five percent in 2017.
Early numbers from the COVID-19 response reveal long-simmering challenges in ensuring business continuity for most organizations. In one employer survey, only 37 percent of respondents said that they had the right technology in place for employees to conduct critical business operations from home in the event of an emergency.
For those of us that had forgotten, the outbreak and spread of the coronavirus (COVID-19) to multiple continents should remind us that the risk of a critical global health incident must be factored into crisis and business continuity planning – and not just for companies with exposed supply chains.