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?
Don’t get us wrong, simply telling somebody how wonderful he or she is unlikely to guarantee business continuity!
In business continuity management, should you start with what you want or with what you have?
Did you know that car manufacturers tend to choose the letters for their car model references according to the type of buyer they want to attract?
Ah yes, agile, that buzzword that is being borrowed by so many parts of businesses! The word itself is full of promise, suggesting all kinds of good things, like flexibility, nimbleness, and adaptability.
Jargon crops up everywhere, and business continuity is no exception. RTO, RPO, BIA, and others are often sprinkled liberally into conversations, plans, and reports.
Every so often it’s good to shake things up. Sometimes the simple act of asking questions about what we do in business continuity and why we do it can give us a fresh point of view and point out areas for improvement.
The cliché of “change is the only constant” is true for most enterprises. Customers, business analysts, and employees all expect some sort of evolution, even if it is with varying degrees of enthusiasm.
According to certain industry analysts and software vendors, we are now midway between a stage 10 years ago when few applications used machine learning, and a stage 10 years into the future when apparently, most applications will function with it.
If you thought virtual reality (VR) and augmented reality (AR) were just gimmicks for people with too much time on their hands, you could be in for a surprise.
Ever since marketing figured out that companies could do better by asking customers what they wanted, rather than just trying to tell them, businesses have moved massively to the notion of working backwards from the customer.