Such an approach combines risk management and contingency planning as an essential part of strategic and tactical decision-making, enabling better and more consistent decisions about risk and resilience at all levels of the organization.
Keep the focus on your business, not just compliance.
For executives to responsibly address risks and impacts comprehensively, business continuity programs must include a wide range of departments and business functions.
For example, both risk managers and information security officers need to be aligned with the overall business continuity program.
With a data-oriented perspective, organizations can best establish an information foundation about risks, impacts, resilience, response and recovery activities—both before and during an incident—to enable more strategic decisions about where to invest and what level of resilience is required. Cultivating an operational risk mitigation mentality—not just a response and recovery mentality—enables businesses to respond and recover more quickly from a disruptive event.
It is not just about having a plan for when something goes wrong—it is also important to know how to minimize the risk and reduce the impacts in advance of a business disruption.
The significance and interconnected nature of risks are clearer than ever before, meaning executives can no longer claim that an operational risk could not have been foreseen or that a business impact was unreasonable to assess.
To deliver true resilience, business continuity and risk management leaders must implement a data-driven program, take a risk-based approach, and remember that the goal behind all of this effort is ensuring the business can meet all of its commitments even in the face of disruptive events.
It also helps your organisation to work out how to stay in business in the event of a disaster.
It is very important that your organisation develops a continuity plan to enable it to cope with any type of crisis.