Why Business Continuity Has To Be At The Front Of Your Board's Quarterly Review To Maximise Profitability In The 21st Century.

The best directors are finally seeing the payback of developing a business continuity management system as a way of enhancing their commercial advantage and reassuring customers of their ability to meet contractual obligations. With business failures routinely dominating in the papers, isn't it high time that your business joined them?

Business Continuity has emerged in the last 6 years as a vital constituent of top-class management for charitable and profit-making companies of all shapes and sizes.

Over time we are finding large, established companies go to the wall because they have failed to predict and plan for large-scale disruption and disaster. So what can business owners and directors do to guarantee their firm will weather the storm in these unpredictable market conditions?

The good news is that there are both business continuity solutions and providers available to help business directors protect their enterprise from the gamut of hazards and threats they face; but in what order do you get started?

First of all you need to decide as a board that business continuity is important to your organization and then put some resources behind that decision.

With a budget agreed, you should set-out an achievable schedule for upgrading your organization's resilience to disturbances and decide the scope of products and services that the business continuity programme will cover to help orientate the team that you appoint to create your business continuity policies, strategies and plans.

If you lack business continuity expertise at hand, you would be advised to seek recommendations from peers and colleagues regarding suitable providers that are proven in the creation and delivery of business continuity management services for organizations of your size.

With your team in place, you'll need to begin by clarifying your most essential products and services; the things that create most of your revenue or have the biggest impact if they are or are not delivered as agreed). Most organizations find that some 20% of products produce 80% of the benefits that accrue to the organization and those they serve so it's sensible to start with these initially.

Once these critical products and services are noted the team needs to look at the teams, facilities and processes that come together to deliver them; including the flow of raw materials, utilities, key staff, data and buildings.

With the business processes mapped out for each vital product or service, you should look for weak links within those processes and figure out how they would affect the quality of supply if they happened.

Once you realise where your business is exposed you can build suitable strategies and plans to reduce the likelihood of those disruptions occurring or their impact: for example if a function depends on availability of electrical power, you might install alternative supplies from DC batteries or portable generators.

The make-up and scope of the strategies and plans you establish will be determined by the significance of the product or service and your budget you may have to establish disaster response plans first to reduce the scale of the loss whilst you work on building the degree of resilience needed to prevent disruptions.

Often you can markedly lessen the probable loss to your organization's critical activities by thinking through the "what-ifs" so it makes a great deal of sense to do so; whether you are driven by legislation, competitive forces or plain common-sense.

Go to it today, before damaging events make you wish you had not delayed in making decisions about putting a proper and effective business continuity management organisation in place.

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