Business continuity and resilience answer different questions
Business continuity and resilience answer different questions
Business continuity and resilience answer different questions
Business continuity typically focuses on restoring people, facilities, technology and processes after disruption. Operational resilience starts from the service or mission effect that must be protected and asks how much degradation is tolerable, for how long, and what dependencies or decisions could cause failure before recovery is complete.
Business continuity typically focuses on restoring people, facilities, technology and processes after disruption. Operational resilience starts from the service or mission effect that must be protected and asks how much degradation is tolerable, for how long, and what dependencies or decisions could cause failure before recovery is complete.
Business continuity typically focuses on restoring people, facilities, technology and processes after disruption. Operational resilience starts from the service or mission effect that must be protected and asks how much degradation is tolerable, for how long, and what dependencies or decisions could cause failure before recovery is complete.
Define the critical effect first
Define the critical effect first
Define the critical effect first
Begin with what must continue: a port operation, command function, communications service, surveillance picture, logistics flow or other critical outcome. Then identify the people, systems, suppliers, data, facilities and authorities that support it. This prevents resilience work from becoming a catalogue of assets with no operational priority.
Begin with what must continue: a port operation, command function, communications service, surveillance picture, logistics flow or other critical outcome. Then identify the people, systems, suppliers, data, facilities and authorities that support it. This prevents resilience work from becoming a catalogue of assets with no operational priority.
Begin with what must continue: a port operation, command function, communications service, surveillance picture, logistics flow or other critical outcome. Then identify the people, systems, suppliers, data, facilities and authorities that support it. This prevents resilience work from becoming a catalogue of assets with no operational priority.
Design explicit degraded modes
Design explicit degraded modes
Design explicit degraded modes
Resilient organisations know what ‘good enough’ looks like when normal systems are unavailable. Define fallback communications, manual decision routes, reduced service levels, alternate suppliers, local autonomy and escalation thresholds. If degraded operation exists only in people’s heads, it is not a dependable control.
Resilient organisations know what ‘good enough’ looks like when normal systems are unavailable. Define fallback communications, manual decision routes, reduced service levels, alternate suppliers, local autonomy and escalation thresholds. If degraded operation exists only in people’s heads, it is not a dependable control.
Resilient organisations know what ‘good enough’ looks like when normal systems are unavailable. Define fallback communications, manual decision routes, reduced service levels, alternate suppliers, local autonomy and escalation thresholds. If degraded operation exists only in people’s heads, it is not a dependable control.
Exercise decisions, not documents
Exercise decisions, not documents
Exercise decisions, not documents
A useful exercise forces realistic choices under uncertainty. Inject failures, conflicting information, unavailable personnel, external dependencies and time pressure. Test decision rights, information flow, handovers, prioritisation and the point at which degraded operation becomes unacceptable. Capture actions with owners and deadlines.
A useful exercise forces realistic choices under uncertainty. Inject failures, conflicting information, unavailable personnel, external dependencies and time pressure. Test decision rights, information flow, handovers, prioritisation and the point at which degraded operation becomes unacceptable. Capture actions with owners and deadlines.
A useful exercise forces realistic choices under uncertainty. Inject failures, conflicting information, unavailable personnel, external dependencies and time pressure. Test decision rights, information flow, handovers, prioritisation and the point at which degraded operation becomes unacceptable. Capture actions with owners and deadlines.
Turn lessons into implementation
Turn lessons into implementation
Turn lessons into implementation
Resilience improves when findings change architecture, procedures, training and governance. Translate exercises and assessments into a response framework, SOP changes, dependency treatment, implementation roadmap and repeatable assurance cycle. The goal is not a thicker plan; it is a service that remains credible when assumptions fail.
Resilience improves when findings change architecture, procedures, training and governance. Translate exercises and assessments into a response framework, SOP changes, dependency treatment, implementation roadmap and repeatable assurance cycle. The goal is not a thicker plan; it is a service that remains credible when assumptions fail.
Resilience improves when findings change architecture, procedures, training and governance. Translate exercises and assessments into a response framework, SOP changes, dependency treatment, implementation roadmap and repeatable assurance cycle. The goal is not a thicker plan; it is a service that remains credible when assumptions fail.