Embedding business continuity practises into any organisation is a tough job for any individual tasked with the role of business continuity manager. Again and again I hear how a lack of real commitment from the executive and a general misunderstanding of the benefits is hampering an individuals efforts. As a result many of the continuity managers I speak with end up either hiring outside expertise to develop plans or they resort to doing everything themselves.
The easiest option for anyone faced with creating a cultural change, is to get down and do it themselves. Whatever the commitment, diligence and professionalism the plans which are produced will be lacking in quality. If the continuity manager is focussed on delivering the outputs there will naturally be pulled away from delivering the overall process and maintaining the quality of the overall system.
It is better to train ten people than to do the work of ten people. But it is harder. –Moody
However, the challenge of embedding any cultural change is significant. From my discussions with continuity managers I’ve collated a list of things to think about when building a team of champions to support the efforts of creating a more resilient organisation.
Get buy in from the leadership and make sure they articulate it
With recent events there is no doubt that business continuity has a higher profile than it has had in the past. The motivation previously was terrorist attack. Worrying maybe but not something that would keep you awake at night. Now continuity managers have the opportunity to educate their leaders on the requirements for continuity and get commitment to continue the resilience process.
Measure the Processes
Measurements are good but not always dependable. The truth is that peoples attention is drawn to those things for which we can make declarative statements.
Improve Your Communication Methods and Systems
Get the message out. Perhaps the main role of a continuity manager is an evangelist within the organisation. To create a risk appreciative culture there has to be someone within the organisation who must be constantly reminding people of the need and the desire of the leadership to deliver on that need.
Expect Different Things from All of Your Leaders
To expect different things from different people.
Measure Internal Customer Satisfaction
People get involved if they can make decisions. Not always true of the above but if people feel ownership and feedback then this will provide a subsequent embedding.
Eliminate Non-Value Added Process Activities
Don’t do what you don’t need to. Occam’s Razor should be applied vigourously.
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