In the midst of the Covid-19 crisis, business continuity plans (BCPs), processes, and programs have never been in greater demand, as senior management belatedly wakes up to the need to adequately prepare for continuity events that could impact critical business activities.
But before business continuity managers get too confident in their ability to shape the agenda going forward, they should remember, 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). After both crises, federal, state, and local governments even went so far as to put new statutes on the books, mandating a base-level of business resilience among organisations operating in their jurisdictions.
Despite these measures, the interest in business continuity management still waned the further senior management moved away from the latest crisis. Indeed, by the time Covid-19 came along, an alarming number of companies were unprepared, with some surveys pointing to majorities of up to 70 percent of companies lacking pre-existing disaster or crisis plans.
How did the fervour for business continuity planning dim so quickly? And how can business continuity managers seize the moment this time to pursue a sustainable contingency planning agenda with full C-suite buy-in? The guide lays out the case for embracing practical business continuity management precepts, so as to enhance the continuity capability at your firm.
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