|In Nov 98 front cover of CPM with article profiling
the work done at Levi’s.
|In Dec 98 received
“Award of Excellence” from BRMA for our work at Levi’s.
time…2 full time people and no outside help. We had a very successful
program and were benchmarked by other companies at the time.
|Then in March 1999
things began to change……major layoffs…eliminated BC coordinator roles
|•In March 1999 the Director position was
eliminated, the position reduced to a coordinator role whose focus was on the
Business side of Y2K.
|•In November 1999, the coordinator role was
eliminated and the responsibilities absorbed by another position who had a
full time job.
|Today…BCP does not
exist and it is back to developing DR Plans for the Data Center in
Texas. So if the earthquake occurs in
SF, I guess the question will be asked all over again…what good is DR without
a place to access the data.
|The COO, CFO, and
CIO all retired within 1year of each other.
All the major mentors of BCP.
|Company went into a
financial tail spin….sales dropped from 7.2B to 4.2B
|•The new CEO and CFO came from outside the company.
|•The new CFO said my department was uniquely
focused and did not contribute to the company’s bottom line.
|•The CEO had bigger problems to deal with than
BCP…concerned about financial survival of the company.
|•The COO, who was from inside the company, felt BCP
was a waste of time. If he had his
choice, he would get rid of the department…but did not want to make the
recommendation incase something happened while he was COO!!
|Goes to show,
even the best of programs can fall victim and erode quickly. If it happens to you, don’t take it
personally…it is the nature of the beast.