Good Management Dictates That Business Continuity Must Be At The Top Of Your Board's Corporate Planning To Maximise Performance In The 21st Century.

The best directors are increasingly realising the advantages of creating a business continuity management system as a method of improving their commercial advantage and assuring shareholders of their ability to meet contractual obligations. With business interruptions routinely featuring in the press, isn't it high time that your company joined them?

Business Continuity has emerged in the past 6 years as a vital element of good management for charitable and commercial firms of all shapes and sizes.

More and more we are seeing huge, established organizations fail because they have failed to foresee and plan for large-scale disruption and loss. So what can business owners and directors do to make certain their firm survives in these testing market conditions?

Encouragingly there are both business continuity systems and consultants available to help business managers defend their enterprise from the broad range of hazards and threats they face; but how do you start?

The first step is to document as a board that business continuity is essential to your organization and then put some resources behind that decision.

With resources agreed, you should set-out a timetable for developing your organization's resilience to disruptions and determine the extent of products and services that the business continuity programme will cover to help focus the team that you appoint to create your business continuity policies, strategies and plans.

If you haven't got business continuity expertise at hand, you may wish to seek out suitable providers with a proven track record in the design and realisation of business continuity management services for companies of your size.

With your team in place, you'll need to begin by determining your most vital products and services; the things that create most of your revenue or have the largest impact if they are or aren't delivered). Most organizations find that about 20% of activities produce 80% of the benefits that accrue to the organization and their clients so it's sensible to begin with these initially.

Once these critical products and services are captured the team needs to look at the people, facilities and processes that are needed to deliver them; including the delivery of raw materials, utilities, people, data and premises.

With the business processes clarified for each important product or service, you should look for weaknesses within those processes and work out how they would affect the quality of supply if they happened.

Once you know for sure where your business is at risk you can create appropriate strategies and plans to moderate the probability of those disruptions occurring or their impact: for example if a product depends on availability of electrical power, you might install back up supplies from DC batteries or emergency generators.

The type and extent of the strategies and plans you make will be informed by the importance of the product or service and your budget you might choose to create disaster response plans first to militate the hazard whilst you work on developing the degree of resilience that your key stakeholders wish you to put in place to forestall disruptions.

Often you can significantly minimise the probable disruption to your organization's key products and services by taking time to consider the "what-ifs" so it makes abundant sense to do so; whether you are driven by legislation, environmental forces or simple common-sense.

Go to it today, before circumstances make you wish you had not sat on the fence about putting a proper and effective business continuity management system in place.

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