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.
Or do you have one because the auditors ask for it and it’s part of the process? Adaptive BC challenges business continuity managers on this and several other important points.
It’s a fact that we lose focus at some point while we are working. The loss of focus can range a few seconds to several years.
When we mistake tasks for goals, we fall into the trap of believing task output is equal to business objective achievement.
The Adaptive BC manifesto points out that creating massive documents as deliverables for business continuity is often self-defeating. In an emergency, you and your colleagues won’t have time to reread thick manuals to find out what to do.
Likewise, it makes sense to stay close to real business requirements and to understand each organizational area as well as its BC needs, as well as to prepare to deal with effects, rather than try to list out and address all conceivable causes.
But what of the BIA and its companion deliverable, the risk assessment (RA)? The Adaptive BC manifesto says bluntly that these two activities are not part of a business continuity manager’s mandate.
However, that does not mean that an RA and a BIA should not be done. Rather, the Risk Assessment should be done by those best qualified to do so, such as risk managers who are trained specifically to identify, assess, and manage risk – if your organisation has risk managers as part of its personnel. Further, the scope and depth of the BIA (if that’s what you continue to call it) needs be tuned to meet the needs of your organisation and your business continuity requirements; remember, no one size fits all.
So, ABC offers some excellent food for thought. Remember to consume it with a portion of adaptability!