Management & Consulting — When disruption strikes
Business continuity management
We keep critical processes running even during severe disruptions. The business impact analysis defines which process may be down for how long.
What BCM depends on
Business continuity management does not prevent disruption. It ensures that operations survive it, within a time defined in advance. The benchmark is ISO 22301.
01
Business impact analysis
Which process carries the business, what does an hour of downtime cost, how long may it be down? Without these figures, every emergency plan is guesswork.
02
Recovery objectives
The analysis turns into target times: by when must what be running again? They are the yardstick for technology, contracts and staffing.
03
Contingency strategies
Alternative sites, emergency power, redundant systems, deputy arrangements. What is needed follows from the target times, not from a catalogue.
What defines BCM and typical precautions What defines BCM · Typical precautions
What defines BCM
- Reactive: takes effect once the event has occurred
- Targets recovery and maximum tolerable downtime
- Keeps the processes running without which operations stop
- Works with impacts, not probabilities
- Is measured by the time to recovery
- Is rehearsed, not just written down
Typical precautions
- Alternative workplaces and sites
- Emergency power supply
- Redundant IT and data paths
- Deputy arrangements for key roles
- Contingency planning for supply chains
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Initial call: Business continuity
Thirty minutes on your situation: what is in place today, what only exists on paper and where your operations really depend.