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Read Why Business Continuity Should Be At The Front Of Your Board's Business Plans To Maximise Profitability During This Global Recession.
The best directors are increasingly realising the value of creating a business continuity management system as a means of enhancing their commercial advantage and reassuring customers of their ability to meet contractual obligations. With business interruptions routinely appearing in the business bulletins, isn't it high time that your organization joined them?
Business Continuity has emerged in the last 6 years as a vital element of top-class management for charitable and commercial firms of all shapes and sizes.
Progressively we are seeing big, established firms fail because they have failed to foresee and plan for large-scale disruption and damage. So what can business owners and directors do to ensure their firm won't come undone in these testing market conditions?
Happily there are both business continuity solutions and consultants available to help business executives protect their enterprise from the broad range of hazards and threats they face; but where do you take the first step?
The first step is to agree as a board that business continuity is important to your organization and then put some money behind that decision.
With resources agreed, you should set-out a timescale for improving your organization's resilience to interruptions and determine the range of products and services that the business continuity programme will cover to help orientate the team that you set-up to build your business continuity policies, strategies and plans.
If you lack business continuity expertise at hand, you probably ought to seek out suitable providers who've demonstrated competence in the design and implementation of business continuity management services for organizations of your size.
With your team in place, you'll need to begin by determining your most essential products and services; the things that create most of your revenue or have the largest impact if they are delivered or not). Most organizations find that around 20% of activities produce 80% of the benefits that accrue to the organization and their customers so it's sensible to start with these initially.
Once these critical products and services are documented the team needs to look at the teams, facilities and processes that combine to deliver them; including the supply of raw materials, utilities, staff, data and premises.
With the business processes documented for each vital product or service, you should look for weaknesses within those processes and figure out how they would affect the quality of supply if they happened.
Once you know for sure where your business is vulnerable you can design appropriate strategies and plans to cut-down the likelihood of those disruptions occurring or their impact: for example if a process depends on availability of electrical power, you might install alternative supplies from DC batteries or diesel generators.
The nature and range of the strategies and plans you make will be led by the significance of the product or service and your budget you might choose to establish disaster response plans first to mitigate against the disruption whilst you work on establishing the degree of resilience that you require to prevent disruptions.
Often you can significantly lessen the probable disruption to your organization's outputs by examining the "what-ifs" so it makes abundant sense to do so; whether you are driven by legislation, market forces or plain common-sense.
Get started today, before circumstances make you wish you had not delayed in making decisions about putting a proper and effective business continuity management system in place.
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