Integrated governance - Effective business continuity management
Common challenges in BCM
Recommendations aligned to leading practices to address the issues
Numerous challenges exist in achieving effective BCM governance.
Executive support should be present in all phases of the BCM life cycle.
Lack of senior management support
Because BCM is non-revenue generating, it may be considered a low priority and time and money may not be appropriately allocated.
A common problem is the lack of a clear mission statement and direction to drive the BCM program and to foster commitment from all levels of the organization.
Executive support should be present in all phases of the BCM life cycle. Senior management support and strategic alignment to the company goals are essential to the success of the BCM program and also demonstrate the endorsement of the BCM initiatives to the organization.
Establish a governance model with senior management involvement and accountability.
Unclear roles and responsibilities
Many organizations do not have a BCM awareness program to improve awareness and help employees understand their roles and responsibilities during and after a disruptive event. People from the business and IT often make incorrect assumptions about roles or expect others to take responsibility to execute tasks necessary for recovery.
A clear definition of roles and responsibilities will establish ownership and accountability in a BCM program, which is essential to the success of any program. Identification, documentation and communication of roles help to ensure that people know their roles throughout the life cycle and that they do not make assumptions about which resources should be responding.
Establish a governance model with defined roles and responsibilities.
Conflicting priorities of the business
During the business impact analysis (BIA), business owners typically consider only the requirements of their business function and do not consider the entire business and the criticality and priority of other functions. Such a situation leads to conflicting priorities across business units.
A central point of authority is required to oversee the prioritization of critical business processes across the organization to align with the company’s strategic objectives and to base that prioritization on the greatest risks to the company.
Collaborate across business units to align prioritization with the overall organization strategy.
Ineffective coordination between the business and IT
The business and the IT team responsible for the DR plan often do not coordinate effectively, with limited communication channels and little documentation of procedures and policies.
Integration and effective coordination between the BC and DR teams are necessary to make sure that the business and IT teams understand each other’s expectations and develop a mutually beneficial BCM program based on overall risk and impact.
Integrate efforts between business and IT through effective communication.
Unclear roles and responsibilities
Organizations are often slow at communicating frequent changes affecting the business and IT to the BCM team. Also, the business and the DR team fail to communicate the changes in their domain to each other.
The BCM governance program should support the continual update and upgrade of the BCM program from infancy to maturity, tracking the changes in the business and IT side and regularly assess and communicate the corresponding risks. The BCM team in turn should have procedures to incorporate these changes into their change management life cycle to appropriately cover risks.
Promote a culture of quick change adoption for continuous improvement.