Chapter 8: Business Crisis and Continuity Management and Planning
Crisis management within a business continuity context
28
“Crisis management within the business continuity context”
-
Upload
dominic-cockram -
Category
Business
-
view
1.052 -
download
1
description
Transcript of Crisis management within a business continuity context
“Crisis management within the business continuity context”
Slide 7
Loss of Service
Sometimes the worst does happen …
Northgate HQ, Boundary Way, Hemel Hempstead6 am 11 December 2005
© Steelhenge 2010
Northgate Issues
Provide payroll to 30% of UKDisaster destroyed all internal BC supportFortunate it was a SundayTook a week to recover to an operational level− Not to BAU
© Steelhenge 2010
Willie Walsh, Chief Executive of British Airways
“Will T5 open without a hiccup? Yes and yes.”
Presenter
Presentation Notes
Said before the opening of Terminal 5
© Steelhenge 2010
What were the lessons?
Exercise, test and review…using multiple scenariosHave clearly defined roles and responsibilitiesBeware “Business as Usual”Staff− Need to give support to your staff (at home as well)− Welfare and counselling are not an option− Key workers must have a location to work at
Information management must be greatInternal communications are vital
© Steelhenge 2010
What is Business Continuity about
CriticalityUnderstanding risk and impactProviding mitigation or plansDelivering ongoing key operations
It is a effective, impact led and process oriented programme and management system
© Steelhenge 2010
What is crisis management about?
An art
Well structuredWell ledTrainedRehearsedBrilliant communications!
© Steelhenge 2010
Why is there no standard?(Should there be one?)
PAS 300All about− Culture− Style− Capability− Leadership− Team work
Hard to standardise these aspectsIt is about what works for you, your organisation and your people
© Steelhenge 2010
Is it an incident, an emergency or a crisis?
Does it matter to you?
What does matter?− Are people clear what to do about “it”?− Is there a clear activation and escalation process?− Who is going to do what?
© Steelhenge 2010
Lost in the detail
Too often plans become the reason instead of the toolThe process is there to help but not take over
© Steelhenge 2010
Plan ……what plan?
Frequent team response at all levels:− Rush in− Jump around− Shout a lot− Talk over each other− Never consider the plans already developed
© Steelhenge 2010
What is the crisis team about?
ListeningConsideringLooking forwardReflecting
Doing what the silver and bronze level do not have time to do!
© Steelhenge 2010
Crisis TeamsA
ctiv
atio
n an
d Es
cala
tion
Com
mand and
Control
Overview
Bronze
Silver
Gold
BCP TeamCrisis Comms Team
Business as usual
Response and Recovery
© Steelhenge 2010
Common features of a crisis:
The situation materialises unexpectedlyDecisions are required urgentlyTime is shortSpecific threats are identifiedUrgent demands for information are receivedThere is sense of loss of controlPressures build over timeRoutine business become increasingly difficultDemands are made to identify someone to blameOutsiders take an unaccustomed interestReputation suffersCommunications are increasingly difficult to manage
Crisis Management
Emergency Response
Business Continuity
Embedding Organisational Resilience
Time
Incident
Exercise Audit Review
Strategy & Planning
Business Analysis
Implement & Train
© SCS 2009
Lessons Identified
© Steelhenge 2010
Business Continuity Management
Language & History
IT Disaster Recovery
Business Continuity
Management
Information Assurance
Operational Resilience
Risk Management& Compliance
ResilienceThe “hardened organisation”
![Automatic Continuity in Associative and Nonassociative Context · in the context of Banach algebras, and there are excellent accounts on automatic continuity theory [16, 17, 58] (see](https://static.fdocuments.in/doc/165x107/5f1363b589556334744f0991/automatic-continuity-in-associative-and-nonassociative-context-in-the-context-of.jpg)
