|Keeping BCP high on
the RADAR screen is more about “how you do it” verses “what you do”. It is your job to establish the methodology
and then guide the company through the process in an efficient and thoughtful
|If the process is
perceived as being never ending, cumbersome or not value-added…you will loose
credibility and people will not want to work with you. Remember BCP is not a priority with them. It is something that they were told to do.
They do not think it is part of their job.
Your job is to add value.
|The other thing to
remember is that they know what is mission critical to the company or their
department. Also they know the
implications if there is a problem…from their perspective. What is almost never achieved is a
“holistic” look at the problem, or from different people’s perspectives. Your job is to organize key people around
the potential business impacts, assess the implications and develop some
strategies for decision by the management team.
element is getting management to make a decision…once the decision is made,
it then becomes an action plan with individuals assigned.
|The last thing you
want is for the management team to not realize a potential problem. What is
important is the process.
|By combining the
company’s resource, risk mitigation efforts can become more efficient and BCP
can become a stronger discipline within the company. Key business issues can be identified and
prioritized more proactively within the company. Risk mitigation solutions
become a business decision based on a holistic view of the issue. The more integrated the process for
identifying and assessing potential risks to the business, the easier the
decision by management.