IT/DR and the Ostrich Syndrome

Presentations from DRI2015 are now available in MyDRI.

6a00d8341ca4d953ef01a511fb6751970cThrive! Asia is highlighting “IT/DR and the Ostrich Syndrome: Lessons Learned in India, Applied Everywhere!” presented by Rakesh Pande of DRI India.  The panel provides information on creating a more efficient global travel process.

The view the presentation (and others from DRI2015) please visit our library on MyDRI (access is free)!

While there, be sure to look through our many other resources for resilience professionals.

 

 

BC Project Management, the cost of Disaster Recovery, “Selling” Business Continuity, and more!

Be sure to read through the latest additions from DRI ANZ:

To view all articles from DRI ANZ, please click here.  For more information on DRI ANZ, please visit their website.

How to ‘Sell’ Business Continuity to Four Generations of Workers

DRI ANZ

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Business continuity is everybody’s business. While the principles and the planning may be better carried out by BC specialists, it’s the organisation as a whole that needs to apply them. However, a one-size-fits-all approach may not be effective when you’re trying to get the message across. It’s a fact that many organisations now have as many as four generations of employees. Each age group has its own characteristics, culture and way of doing things. As you work with colleagues to get BC in place and make it effective, knowing a little about how to ‘sell’ it to each group could help a lot.

The four generations concerned go by different names, but here are some of the more common ones.

  • Traditionalists. Aged 70 and upwards (!), these employees continue to work and achieve, either through financial necessity or simply as a choice. Traditionalists are often hard-working, risk-averse and detail-oriented, with a focus on the long-term. ‘Sell’ BC to them as a well thought-out plan that keeps the organisation safe.
  • Baby Boomers. With an age range between 50 and 70, they still have time to think about career progression. They also typically favour good management of relationships, involvement in decisions and team-working. They may therefore be more likely to ‘buy into’ your business continuity goals if you can define recommendations together.
  • Generation-X. Somewhere between 35 and 50, and focused on results and work-life balance, while also demonstrating greater individualism. Head right for the benefits and keep the analysis (which you still need to do) in reserve. Mentioning the technology that drives BC actions and BC advantages for employees’ families may be good as well.
  • Millennials (also known as Echo-Boomers and Generation-Y). Younger than 35, these employees are technology-aware with a desire for instant information and innovation. Business continuity that is presented as an opportunity to do better, not just as protection against doing worse, can be a smart way to get their attention and ‘buy-in’.

Will all your colleagues automatically fit into one of these categories? Possibly not – but perhaps these guidelines will help you better understand different points of view to make business continuity both attractive and accepted throughout your organisation.

Five Profiles to Ponder When You Start Testing Your Business Continuity

DRI ANZ

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Good business continuity planning may be half the battle. But if you haven’t tested to check your plan works, then don’t expect to win. The example of organisations that did data backups, failed to test and found afterwards their files were unrecoverable proves the point. But how should you test your BCP? Approaches from other areas may have some useful pointers. Good software testing for instance is often a matter of mixing and matching human tester personalities. Here’s a tester profile model adapted for testing your BC plan and preparations.

  1. The person who asks ‘Why?’ Thinks it is pointless to waste resources on testing an unnecessary item when another vital item might be neglected. May tax some people’s patience, but can help to better focus your business continuity testing.
  2. The systems specialist. Knows some of the systems and processes of the organisation very well, but sometimes makes unsound BC testing suggestions when in unfamiliar territory. Suggestions tend to improve over time.
  3. The visionary. Doesn’t spend time on individual threats as much as the possible combinations that could truly sink an enterprise. Finds less holes in your plan, but more likely to find the really big ones.
  4. The quick take. Spots the immediate weaknesses. The counterpart to the visionary in some senses. A useful resource for running quick, iterative checks on your plan as you develop it or before you show it to your own manager.
  5. The thick-skinned. Considers that keeping people and the organisation safe are top priorities and is prepared to dive into possible problems or shortcomings (while exercising tact where possible). Less of a specialist, but sees each test also as an opportunity to add to his or her personal collection of methods, tools, tips and tricks to make BC work properly.

If you can only have one tester, then number 5 – ‘thick-skinned’ – will often be the best compromise. Maybe you are that person! But if you can also get testers 1, 2, 3 and 4 to positively contribute to testing your business continuity, then that will be even better.