CMI Conference - Change or Die
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Change or Die! CMI Scotland Conference 27 October 2012
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Presentation given to the CMI Conference October 2012.
Transcript of CMI Conference - Change or Die
Change or Die!
CMI Scotland Conference
27 October 2012
Talk
• Change or die?• Share thoughts
on change• Business
continuity as a tool
Slowish change
• Founded 1889• 1997 90% share of film, 85% cameras• Invented the digital camera• Lost $60 on each one sold• No longer in camera business• 1997 turnover $15.97b• Jan 12 Chapter 11 bankruptcy
Why
Woolworths
• Started USA 1879• Frank Woolworth Liverpool store 1909• Late 1960s 1141 stores• Failures in Big W, Woolco, Big Red
Book, Entertainment UK• Dec 2008 administration and close
down• Loss of 27,000 jobs
Why
OODA Loop
Rapid change
• May 2004 Explosion• Maryhill Stockline plastics factory• 9 killed 33 injured• Due to a faulty pipeline• Enquiry• Heath and safety prosecution• Loss of company
The driver who caused the Selby rail crash is told he is responsible for the "worst driving-related incident in the UK in recent years".
Rapid change
Selby driver jailed for 5 years
Rapid change - external
• Flooding• Storms• Snow• Fire• External supplier failure
– Utilities– Raw materials– Supplier failure– Contamination
Business Continuity in context
11
Business Continuity
•Wicked things happen
•Only the tough survive
Incidents will happen
What is business continuity
Business Continuity Management is an holistic management process that identifies potential impacts that threaten an organisation and provides a framework for building resilience and the capability for an effective response that safeguards the interests of its key stakeholders, reputation, brand and value creating activities. BCI GPG 2010
OrganisationOrganisation
Organisation
Business continuity
Organisation
Post incident
FloodsFire
WeatherUtility failure
External threats
Internal threats
Loss of ITStaff
Telecoms
Business Continuity Planning
Unplanned Recovery
Time
100%
0%
Busi
ness
Re
cove
ry
Planned Recovery
Worst Case !
Over recovery
Resilience = Tough
• Not suffer from incidents
• Less impact if it occurs
• Recover quicker
Size Matters!
Business Continuity Lifecycle
Practical steps
Risk Mitigation Measures Implementation
Risk Assessment
Organisational Understanding
Business Impact Analysis
Business Continuity Strategies
Operational Recovery Plans
Other Plans
Tactical & Strategic Plans
Exercises
IT Disaster Recovery
Strategic Decision Making
Embedding business continuity management in the organisation culture
Ongoing Business Continuity
Management
Business Continuity
Programme Set up
Business Continuity Programme Management & Quality Assurance
Understanding the orginisation
Exercising, maintenance and
reviewing
Developing and implementing a BCM response
Determining BCM strategy
BCM programme
management
Embedding BCM in the
organisation's culture
BS 25999 The business continuity lifecycle
Enabling Activities
Conclusion
Conclusion
• Slow change• OODA loop• Rapid change• Events will happen• Make your organisation tough• Do your business continuity
