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Good Management Dictates That Business Continuity Should Be At The Top Of Your Board's Quarterly Review To Maximise Profitability In Today's Economy.

Enlightened directors are increasingly seeing the payback of creating a business continuity management system as a method of improving their competitive advantage and reassuring shareholders of their ability to supply. With business interruptions routinely dominating in the papers, isn't it high time that your company joined them?

Business Continuity has emerged in the previous 6 years as an essential constituent of good management for public and commercial institutions of all shapes and sizes.

Over time we are seeing huge, established organizations go out of business because they have failed to predict and plan for significant disruption and loss. So what can business owners and directors do to guarantee their firm will weather the storm in these testing market conditions?

Encouragingly there are both business continuity processes and professionals available to help business directors defend their company from the broad range of hazards and threats they face; but in what order do you get started?

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

With a budget agreed, you should agree a timetable for upgrading your organization's resilience to disturbances and determine the extent of products and services that the business continuity programme will cover to help clarify the work expected from the team that you appoint to create your business continuity policies, strategies and plans.

If you haven't got business continuity expertise within your organization, you may wish to search the internet suitable providers that are proven in the design and realisation of business continuity management services for businesses of your size.

With your team in place, you'll need to get started by clarifying your most vital products and services; the things that bring most of your revenue or have the largest impact if they are or are not delivered as agreed). Most organizations find that some 20% of activities produce 80% of the benefits that accrue to the organization and their clients so it's sensible to get to grips with these initially.

Once these most important products and services are noted the team needs to look at the people, equipment and processes that are needed to deliver them; including the flow of raw materials, utilities, key staff, data and premises.

With the business processes clarified for each critical product or service, you should identify weak links within those processes and work out how they would affect the quality of supply if they cropped up.

Once you know for sure where your business is exposed you can build appropriate strategies and plans to moderate the risk of those disruptions arising or their impact: for example if a function depends on availability of electrical power, you might install back up supplies from another switchboard or emergency generators.

The make-up and scope of the strategies and plans you make will be informed by the perceived importance of the product or service and your potential losses you may have to create crisis response plans first to militate the loss whilst you work on building the degree of resilience that your key stakeholders wish you to put in place to rule out foreseeable disruptions.

Sometimes you can markedly minimise the potential disruption to your organization's critical activities by thinking through the "what-ifs" so it makes abundant sense to do so; whether you are driven by legislation, environmental forces or straightforward common-sense.

Take action today, before damaging events make you wish you had not sat on the fence about putting a suitable business continuity management system in place.

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