It’s a fact of business life that customers, markets, and industry commentators only see your brand, and not the suppliers who provide the materials, components, or products behind it.
Sometimes in business continuity we end up with such a fierce focus on actions inside the enterprise that we neglect actions directed towards the outside world, and specifically towards our customers.
You may find this blog article mind-expanding – especially if your natural reaction is to think about its title in two dimensions, rather than three. To set things straight, we’re not talking about paper printouts of business continuity plans that by definition are out of date the moment they are distributed.
When you look at something, you have an impact on it. That’s the observer effect.
How many times have you heard business people talk about their DNA – meaning their business culture or something similar?
As a business continuity manager, you are likely to be involved in getting your colleagues to take business continuity seriously and ensure that their own departments will continue to function even in adverse conditions.
It’s always good to show how business continuity can be a net profit generator or produce other positive and measurable advantages.
Sounds obvious? When you’re knee deep in metrics, reports, and audits, it’s not always easy to remember that without people doing their jobs, nearly every organisation will rapidly cease to function.
Ideally, business continuity means no discontinuity.
In theory, IT should be a boon for business continuity. Speed, reliability, automation, efficiency, productivity, all these things are positive effects available by moving to a digital environment driven by information technology.
Politics in career progression, in investments, in enterprise projects – but in business continuity as well?
To stay healthy, should you get your jabs or eat your vegetables?