What constitutes a crisis at your company? Over the years I have seen many companies struggle with this definition. There were times, when I was younger and more energetic, that I thought that having to define what constituted a crisis was an essential part of establishing a working BC and Crisis Management capability. In most […]
… flat earth BCM
Interesting conversations on the subjects of Risk and BCM are rare on the internet. Inane questions and responses are all too common. It also annoys me when these rare discussions take place “behind closed doors”. The door in this case is LinkedIn Groups – the post is from John Orlando entitled “Business Continuity – Fact […]
… distractions, disruptions and disasters
To increase our resilience we need to be able to cope with a range of events that may impact us. These things tend to exist along a continuum. Too often we overdo the “Disaster” end of the range, with the potential that our programs are seen as the “Department of Unlikely Events“. It also demeans […]
… are dogs smarter than risk/BC managers?
Dogs are very smart creatures, especially my girl (pictured). We train them to do some very valuable tasks. Guide Dogs are a great example, and are very valuable to the vision impaired person. These dogs are so smart that they even learn when they should ignore their masters instruction and use their instincts to achieve […]
… the new BCM process (AS/NZS 5050 Pt3)
In this final part of the review of AS/NZS 5050 I will look at the third key part of the model – the Process. The process is essentially the risk management process derived from AS/4360 and ISO-31000. While this may seem to be contrary to conventional BCM approaches (or those espoused by other competitors in […]
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