The value placed on organisational resilience is growing. Big business, government, institutions, professionals and insurers each strongly promote it, encouraging uptake of Business Continuity Management (BCM) across all sectors and scales of activity. This makes sense since no organisation wants to inherit the misfortunes of another.
2008 to 2011 proved turbulent times for business and business continuity, tumbling from the realisation of sub-prime into the credit crunch and now a sustained period of global recession. What did it mean for business continuity? Did it become a dispensable overhead - a hygiene factor, a luxury that organisations could afford to forego, or were we missing something?
Tags: Small Business
Business Continuity Management (BCM) enjoys the dubious distinction of being viewed as a cost centre that may never provide material value to the business. Unsurprising then, that decisions involving BCM don’t always seem to get the airtime they deserve. This paper explores how we may be able to position business continuity issues so they reach key decision makers quickly and with a better chance of success.
