Tag Archives: principles

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


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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.

A DRI Training Discussion Point – the Value of Your Data


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Participating in DRI courses on disaster recovery and business continuity planning and management is an excellent idea for many organisations, big and… not so big! The principles, techniques and best practices presented in the training show you clearly how to understand and apply the concepts that can make the difference between an enterprise that swims or sinks. Sometimes important points in the courses can benefit from reinforcement, particularly for information that the world in general is still getting up to speed on. For example, understanding the financial impact of data loss, i.e. the value of your organisation’s data, is relevant for everybody concerned with disaster recovery and business continuity.

We can identify four major dimensions for the value of data in an organisation. These are: availability, cost of creation/reconstruction, data loss, and associated reputational value. Understanding the costs associated with each dimension makes it possible to apply disaster recovery and business continuity knowledge even more effectively.

  1. The first dimension of availability or its opposite, downtime, can be evaluated in terms of the time and effort needed to restore missing data, and the loss of productivity for employees who need that data so that they can work properly (salespeople who need to sell, production workers who need to manufacture, etc.).
  2. Data that cannot be recovered must be replaced, which is the second dimension of cost, because of the need to recreate data from records or acquire them from a third party.
  3. If the data cannot be replaced, the cost will be in the blockage of financial transactions or sales, for example. This ‘opportunity cost’ corresponds to the third dimension.
  4. And for the fourth dimension, loss of data can affect the reputation of the organisation, as well as the share price when the organisation is a commercial enterprise.

Examining these different factors can help when deciding priorities in applying what you learn. And, of course, in seeing the return on investment you can get from each DRI training session.