Do you dream of a work environment in which everybody automatically thinks “business continuity” and acts accordingly?
Although this utopian vision might seem out of range, there are ways to create and reinforce a business continuity mindset.
This will probably require the following: communication of the importance of business continuity, awareness and a possible change in attitude of employees, and an alignment of business continuity goals and the business culture of the enterprise.
The first two items, communication and attitude, have been discussed in other blog posts. But how do you deal with business culture?
The first step is to understand that your business has a culture.
You don’t need any fancy definitions to start with: business culture can simply be defined as “the way we do things around here”.
And of course, it’s important to know how things are done, because that will affect how business continuity is done, and to what degree business continuity goals are held to be consistent with the business culture.
If the two turn out to be inconsistent, there are no prizes for guessing which one will triumph over the other.
CEOs attempting to change or save companies find out soon enough how ingrained and permanent a business culture can be.
The next step is to therefore to align.
This does not mean twisting your business continuity objectives around.
Your BC goals will be defined by the overall mission and business goals of the enterprise.
On the other hand, your strategy and tactics for achieving your BC goals may well become more effective if you tune them in accordance with the overall business culture.
At this point, it may be a good idea to consult a few articles on the web to see which basic models of business culture (there is no “one-size-fits-all”) have been proposed, unless of course you can see directly how to fit your BC planning with your own enterprise’s business culture.