CORE MANAGEMENT CONSULTING

Enhance Market Share & Profitability

through BCM and ITDR

Copyright Continuity and Resilience (CORE) 2015 V 1.0

Facts about BCM

BCM can provide a rich return on
investment (ROI) without the
occurrence of a disaster

A robust BCM process offers

lower insurance premiums and
process improvements to
business expansion and brand
enhancement

BCM can play a key part in

organizations risk management
processes, answering to the
demands of todays onerous
regulatory and corporate
governance requirements
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BCM contributes to ROI

Lower interest rates on
loans :
BCM reduces risk of the borrower
defaulting on the loan through
bankruptcy or delaying repayments
because of a major crisis, thereby
providing an opportunity for better
negotiation of interest rates

Competitive Egde:
There is a greater chance to win a contract or
retain it if an organization implements BCM as
against a competitor who does not have a
BCMS in place

Reduced insurance
premiums :
In the event of an incident, damage
will be contained and the companys
revenues will recover much more
quickly

Greater process efficiency :

Creation of new ideas, not only to implement
a workaround process in case of a disaster,
but also to improve day-today processes in
normal situations

The Changing Landscape

The world in which todays companies

operate is more complex, interconnected
and social than ever.
These shifts in the business environment
can also introduce new risks and often
require implementing new business
continuity approaches.

Traditional Vs Contemporary
Positioning BCM :

The risks created by our aggressive business

strategy have led to an evolutionary leap in our
approach to business continuity management
(BCM)
This approach takes us beyond the traditional
view of BCM as a function of information
technology (IT) and instead aligns BCM with
senior executives important business issues

What has changed?

Evolved
BCM is more closely tied to
business strategy and
integrated with the Risk
Management (RM) process

Holistic
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BCM cuts across business

units and geographic
locations taking a more
holistic perspective

Globalization
Establishing a consistent
worldwide approach and
common language across
the enterprise for BCP

Linkage
Identifying
interdependencies among
organisational and location
boundaries

How prepared are you?

Ask the relevant questions:

How effective is your BCM programme?

Did your organisation undergo changes to its

business strategy?
Did it expand geographically?
Are you able to evaluate the potential effect on
your risk profile ?
Are you able to respond quickly with an
updated, appropriate BCP?

Evolving the BCM approach

Shift business continuity risk profile beyond a traditional
view

Organisations of all sizes face similar challenges

when they expand into new markets:
Become increasingly complex
OR
Integrate their operations
Innovation is the key

Pursues continuous transformation to maintain a

competitive advantage
To successfully compete within a fast-moving and
highly dynamic industry, reinventing or moving into
new areas is the only way to effect change
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New Business Continuity Risks

Aggressive business strategy includes entry
into growth markets, global integration and
consolidation of operations but also introduces
new risks that must be addressed by BCPs

Expansion
Risks

Reputational
Risk

Corporate reputation is
increasingly difficult to manage
in the digital era and can be
easily sullied by any number of
factors

Innovation
Risks

While innovation drives

positive change but it also
introduces new business
continuity risks
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Understanding their advantages and risks

Elevating risk
awareness
Expansion into
growth markets a flatter yet
riskier planet

Global
integration and
consolidation of
operations

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Expansion into growth markets - a flatter yet

riskier planet
Continued rapid geographic expansion by
opening new branches

Driving expansion into growth

markets helps significantly
increase revenue and market
share

Growth markets are

located in parts of the
world that are
inherently riskier, with
disruptive events
occurring more
frequently in these
areas

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Global integration and consolidation of

operations
Focus is on operating
across the world in a
more integrated fashion
in order to improve
efficiencies

Ensure enterprise
productivity savings
while enhancing quality

Consolidating operations reduces costs but

it also has increased interdependencies,
making business more vulnerable to risk

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Elevating risk awareness

The combination of business continuity risks includes

Aggressive
business
strategy

Increasing
reputational risk
resulting from being
part of a more
interconnected
social world

Growing frequency in
natural and man-made
disasters

Heightened
executive focus
on BCM

Elevated to the
senior-executive
and C-suite
levels.

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Shifting strategic direction for BCM

Advancing our approach to business
continuity

Taking a more holistic approach to

business continuity risk mitigation

Adding a process view

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Advancing our approach to business continuity

Altering our thinking about
business continuity
Tie BCM to business
strategy and evaluate
business continuity
risks in terms of their
impact on strategic
business objectives

BC posture is evaluated,
reviewed and monitored as
part of the enterprise risk
management programme
providing it more visibility

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Taking a more holistic approach to business

continuity risk mitigation

Create a coordinated
planning and testing
programme rather
than managing
business continuity
by individual
organisation or
location

1
Look beyond
organisational and
location boundaries

Address interdependencies among them

that are critical to achieving the business
strategy
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Adding a process view

It allows directly tying business continuity
to business strategy

It provides pragmatic way to look at

internal interdependencies among
locations and business units
It creates a top-down view across virtually
all lines of business and establishes a
common language around the globe
through business continuity.

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Outcomes

Smarter investment decisions by

challenging IT assumptions and
optimizing IT investments
through the use of analytics.

Applying a more instrumented and

intelligent view of risk relationships can
provide value to return-on-investment
(ROI) decisions

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Consistent worldwide approach

Update internal framework for

BCM which is defined
through corporate policy, to
establish guiding principles
for the business continuity
organisation

Coach teams to
emphasize planning for
impacts rather than for
specific events.

Individual business units

define scenarios
independently

Common scenarios and

terminology shared to
ensure consistency

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Aligning a BCM programme with your

organisations business strategy
Adapt to changes in the
organisations strategic direction
so that its business leaders can
move forward with greater
confidence

Establish a more
robust BCM
framework that
consists of
centralized
governance and key
elements of risk
mitigation, business
integration, IT
services and solid
execution

The support and sponsorship of senior

managers is crucial and understanding
their perspective and insights is essential
in order for a BCM programme to succeed
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Raising the Bar

Elevate the BCM discussion to the strategic
level

Engage C-suite managers and possibly even

board of directors, business continuity
becomes part of your organisations
enterprise RM
Focus on pragmatic investment tradeoffs rather
than on IT or data investments.

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Driving Resilience
Champion prevention by
seeking to protect value
rather than just recreate it
after it disappears

Resilience needs to be
incorporated into the
organisation as part of
the operational design
or strategy

Creating a BCM system that

identifies, tracks and
considers changing process
interdependencies to exploit
synergies can help prevent
surprises

Determine how it will

be integrated with
both enterprise and IT
RM
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Exploit Synergies
Consolidate Operations

Process
Standardization
Improve response
times

Ability to shift work

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Embrace Technological Advancements

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Making changes to the network infrastructure

Ask the relevant questions:

How will the change impact the overall network

infrastructure and disaster recovery strategy?
Does the change warrant updating recovery
plans?
Should a new test be conducted to validate
strategies and plans continue to be viable and
are aligned to recovery requirements?

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Supply Chain Management

Apply
Apply a welldefined supplier
and supply chain
RM programme

Assess
Assess their
resiliency in order
to maintain
continuity of
goods and/or
services

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CONTINUITY & RESILIENCE

Email: info@continuityandresilience.com
Website: www.continuityandresilience.com
http://www.coreconsulting.ae/

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