Kick Starting your Business Continuity Program

Transcription

1 Kick Starting your Business Continuity Program Phil Lambert President

2 The Center for Continuity Leadership Phil 20 years in field & Director at two fortune 500 companies CFCL 8 years old CFCL The Center for Continuity Leadership helps organizations worldwide attain viable business resiliency programs to prepare and protect people, resources, technology and customers in any kind of disruption. CFCL s Services Rapid Continuity Program Advisory & Consulting Services Web Based Training Development

3 Case Studies A short list of our clients: Raytheon y Amgen g Marsh & McLennan Microsoft Regence East West Bank Bank of America Northern Trust Ameriprise Campbell s Soup N. Pacific Seafoods IBHS Oaktree Financial American Express Mercury Insurance Health Net Edwards Lifesciences

4 Outline Kick Starting your BC Program W k h O Workshop Outline: tli ÒWhat is Business Continuity ÒContinuity Principles Ò3 Keys to Kick Starting ÒPlanning Pointers ÒQuestions

5 Defining Kick Starting your BC Program What is Business Continuity? Proactive planning To minimize costly impacts Quickly restore critical functions To reduce costly response expenses

6 Defining Kick Starting your BC Program Objective: To Attain a State of Readiness to Face Any Adversity or Challenge

7 Rapid Continuity

8 Strategy Business Resiliency Strategies & Plans EMERGENCY ACTION PLAN Initial response guidelines DISASTER RECOVERY PLAN EMERGENCY ACTION PLAN DISASTER RECOVERY PLAN Information Technology Infrastructure & Connectivity CRISIS MANAGEMENT PLAN CRISIS MANAGEMENT PLAN Leadership guidelines to respond, control & manage crisis event BUSINESS CONTINUITY PLAN BUSINESS CONTINUITY PLAN Activities, procedures & information for Business Units

9 Disaster Timeline Proactive Planning Respond Restore Recover Pro-Active Re-Active Best Practices: Increased Impacts: -NFPA People -BS Financial -ISO Facilities -BCI -Technology -DRII -Reputation / Brand Timeline min hrs days wks

10 Threats

11 Threats comes in all shapes and sizes Natural Political Human Caused Technological Earthquake Tornadoes / Wind Hurricanes Floods Volcanic Eruptions Severe Weather Wildfires Strikes Riots Civil Disturbances Bomb Threat Biological Threat Nuclear Threat Acts of War Sabotage Product Tampering Scandal Workplace Violence Kidnapping / Extortion Sexual Abuse Fraud / Embezzlement Terrorist Attack Software Failure Power Outage Hardware Failure Corrupt Data Synchronization Error Cooling System Failure Wiring & Cables Mechanical Systems Security Privacy Viruses Hackers Accidents Human Error Fires / Explosions Water Damage Loss of: Key Employee Senior Leader Subject Matter Expert Newer Threats Pandemics Media Crisis Mismanagement Data Theft Counterfeiters Building Collapse Environmental Contamination Product Liability Globalization Virtualization

12 Planning Focus Denial of Services: 4 Categories to plan for: Facility (includes equipment & tools) Technology (includes data) People 3rd Party Services Planning Scenario: Start with worse case

13 Two Key Components ª Simple, Accurate & Viable Documents Ò Initial Assessments Ò Proper BC Plan components Ò Updated on regular schedule Ò Workable strategies ª Knowledgeable & Trained People Ò#1 Weakness in industry ÒBest Practices / Methodology ÒStandards & Regulations

14 Start Right #1 Key to Kick Start Start Right Define Current State Define and didentify Future State t Road Map to get you there Define Program Framework

15 Walk Cautiously #2 Keyy to Kick Start Walk Cautiously ª Take it slow and do your research ª All ki kinds d off advice d i and d views i ª Confusing at best ª Seek confirmation and help

16 Walk Cautiously #2 Key to Kick k Start ª Buying y g a Tool(s) ( ) ÒBC Application (repository) ÒNotification System ÒEmergency Operations Center (Virtual or otherwise) ª Buying Recovery Services ÒHot, warm or cold sites ÒTechnology or workforce recovery ª Hiring a Consultant or Advisor ÒTo lead the way y

17 Planning Framework A simple plan:

18 Collaborate with Others #3 Key to Kick Start Collaborate with Others Obtain buy-in, ownership and participation Engage, Equip & Empower (Distribute the work) Simple 10 minute exercise

19 Statistics Company valuation based on perceived response. The Impact on Shareholder Value Effective Response Ineffective Responses VALUE RISK Source: The Impact of Catastrophes on Shareholder Value, Rory F. Knight & Deborah J. Pretty, Templeton College, University of Oxford, p. 3.

20 Questions? Phil Lambert President thank you!