Read Why Business Continuity Ought To Be At The Forefront Of Your Board's Corporate Planning To Maximise Survivability In Today's Economy.

Responsible directors are finally realising the advantages of designing a business continuity management system as a method of improving their commercial advantage and reassuring shareholders of their ability to supply. With business calamities routinely appearing in the news, isn't it time that your company joined them?

Business Continuity has emerged in the previous 6 years as a vital constituent of good management for public and private sector organizations of all shapes and sizes.

More and more we are observing huge, established organizations go to the wall because they have failed to predict and plan for significant disruption and disaster. So what can business owners and directors do to ensure their firm survives in these difficult market conditions?

Encouragingly there are both business continuity processes and providers available to help business executives defend their company from the uncertain mix of hazards and threats they face; but where do you start?

Most organizations find that it's best to document as a board that business continuity is vital to your organization and then put some resources behind that decision.

With a budget agreed, you should determine an achievable schedule for improving your organization's resilience to interruptions and communicate 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 build your business continuity policies, strategies and plans.

If you haven't got business continuity expertise in house, you would be advised to look to the marketplace for suitable providers who've demonstrated competence in the development and realisation of business continuity management services for businesses of your size.

With your team in place, you'll need to begin by clarifying your most vital products and services; the things that bring most of your revenue or have the most impact if they are delivered or not). Most organizations find that around 20% of services 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 critical products and services are documented the team needs to look at the people, equipment and processes that come together to deliver them; including the supply of raw materials, utilities, staff, data and operational sites.

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

Once you figure out where your business is vulnerable you can design draft strategies and plans to moderate the risk of those disruptions occurring or their impact: for example if a process depends on availability of electrical power, you might install back up supplies from another switchboard or portable generators.

The nature and range of the strategies and plans you agree will be informed by the perceived importance of the product or service and your budget you may have to create incident response plans first to reduce the scale of the disruption whilst you work on establishing the degree of resilience that your key clients wish you to put in place to rule out foreseeable disruptions.

Often you can markedly minimise the potential harm to your organization's outputs by taking time to consider the "what-ifs" so it makes evident sense to do so; whether you are driven by legislation, environmental forces or straightforward common-sense.

Go to it today, before damaging events make you wish you had not sat on the fence about putting a suitable business continuity management organisation in place.

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