Thanks to all those who attended the webinar last night (201 viewers), particularly those who stayed for the whole event despite the crappy audio and even contributed 21 questions – apologies that there was not enough time to cover all of those.
Very special thanks to those who added a rating to the session, much appreciated.
For those who asked for the slides, you can get those here. Also there are a couple of very important references that I left out of the Brightalk system, these are;
The final piece of homework I took away was to share the results of the various votes you submitted during the session.
The first question was “Are you satisfied with your current level of Executive engagement and support for BCM?”. 62 responses.
- Dont know, I never get to talk to Executives – 5%
- No, total lack of engagement with the subject. – 13%
- No, only see BCM as a compliance issue. – 21%
- They are engaged but don’t provide adequate resources. – 42%
- I am content with the current Executive support and engagement. – 19%
I would suggest to the 42% that they also reconsider what is an appropriate allocation of resources to the discipline, especially in tight financial times. Remember getting management support and engagement is not totally about self-aggrandisement of the discipline or promotion of the practitioner. Good luck to the 5%, hopefully you have a manager who can speak up for you.
Q2. Related to the concept of moving from “Disaster to Disruption” and “Crisis to Contingency”. How would you describe the focus of our BCM Programme? 50 Responses.
- Not a programme, just an annual compliance cycle. – 10% (interesting, compared to previous answer)
- Focussed on the High Impact/Low Probability events. – 16%
- Starting to address/support more operational incidents. – 30%
- Fully engaged with supporting day-to-day disruptions. – 34%
- Support Executives with other Incident Management work. – 10%
Interesting to see the discipline moving away from the old world, but still 56% not working in that space. It would be interesting to see what part of the 34% + 10% have evolved beyond “plan” thinking.
Q3. Related to personality profile tests, as a means to understand ourselves and more importantly how not avoid boring the audience. How many of you have done this types of personality profiles? Which type have you done? 55 responses.
- Not done any – 29%
- Myers Briggs Type Indicator – 44%
- DISC – 4%
- Belbin Team profiles – 11%
- Other/Can’t remember. – 13%
Not surprising that MBTI is the most common, although the very low penetration of DISC was surprising. I would expect there is strong correlation between this and the levels of formal education discussed later.
Q4. This related to my story about strategic approaches to BCM – taking the insurance money and move the function off-shore. Do you think BCM should be engaged in this level of decision making? If so, is the discipline ready to take a seat at the table? 52 responses.
- No, that is not what BCM should be focussed on. – 6%
- Yes, but one of the existing Executives (CFO, CIO, COO) should represent. – 35%
- Yes, but the profile of the discipline would need to become more strategic. – 48%
- Yes, and we are already ready! – 12%
This was the most interesting issue (to me at least). I respect the 6%, and they have a valid point. I find myself sitting with the 35%. Hopefully somebody will be motivated to post a comment on this bit.
Q5. Have you heard about the BCI’s “Engaging your C-Suite” toolkit? 41 responses
- No, but will look into it – 80%
- Yes, but not really familiar – 20%
Q6. What is the highest level of academic qualification you have achieved? 62 responses
- High School – 16%
- Diploma Course – 16%
- Undergraduate Degree – 32%
- Post-Graduate Degree – 35%
I was surprised by the extent of Post-grad, pleasantly surprised. It would be interesting to delve into the disciplines studied, but perhaps that is my social science bias emerging.
If you missed the session, it was recorded and you should be able to play it below – but you need a login for Brightalk which is free.
All comments appreciated.
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