REBOUND AND ADAPT: THE MEANING OF RESILIENCE

Author: Robert Hall
Abstract: Resilience has become increasingly prominent in discussions and debates relating to business continuity management but there seems little consensus about what resilience really means and how to apply it. In the first part of this paper the author conducts a short review to examine the background to the development of the concept of resilience and to explore its fundamental tenets. He then moves on to elaborate on the ‘key ingredients’ of resilience: these being preparation, experience, behaviour, redundancy, protection, and communication.

MEASURING THE IMPACT OF BUSINESS CONTINUITY MANAGEMENT ON ORGANIZATIONAL RESILIENCE

Author: Alistair Cartwright
Abstract: Effectively measuring and auditing business continuity management and resiliency systems requires being able to answer the following questions:
• How do we know if we are aligned to improve business performance?
• How do we know that we can affect the impacts of incidents on or business?
• How do we know that we can protect and enhance our brand in the event of an incident?
In this paper the author describes the six ‘conditions for success’ which must be in place in order to enable effective measurement of business continuity management and resiliency systems; and to allow an organization to answer the above questions.
Two case studies illustrate the practical use of the conditions for success.

HOW TO DESIGN AND DEVELOP AN EFFECTIVE BUSINESS CONTINUITY TRAINING PROGRAMME

Author: Michelle Lang
Abstract: Many organizations find business continuity training a problem area. The author looks at why this is the case and uses her experience as a university lecturer and a business trainer to offer guidance for making improvements in this area.

BUSINESS CONTINUITY MANAGEMENT GOVERNANCE MODELS

Author: Abdullah Al Hour
Abstract: BCM governance is an important feature of business continuity management. As organizations diverge in their natures, activities, and shapes, their business continuity plans and strategies also diverge. Governance models need to adapt to such diversity in order to provide the required support and functionality.
BCM governance models describe how business continuity management is steered and managed to achieve its goal. When selecting the most effective model, organizations need to consider and weigh several aspects. This paper focuses on three main areas: ownership and reporting; involvement; and integration.

RESEARCH ROUNDUP: SUMMARIES OF RECENT COMMERCIAL AND ACADEMIC BUSINESS CONTINUITY AND RESILIENCY RESEARCH

• Key trends driving global business resilience and risk: findings from the 2011 IBM Global Business Resilience and Risk Study
• The European Disaster Recovery Survey 2011
• The expected business continuity impacts of London 2012
• Preparedness in the private sector
• Supply Chain Resilience 2011.