Addressing Challenges in Building the BCM Program

Need for multiple competencies

The process of Business Continuity planning is cross-functional by nature, and as such it requires a diverse set of skills and competencies. In addition to the knowledge of the BCM area, other essential aptitudes are necessary, such as project management expertise, analytical skills, communication and influencing abilities, proficiency in writing, and functional understanding of the organization. Ideally efforts of an entire team of professionals are needed to substantiate a successful BCM Program. This is where BCM specialists often face the challenge if they don't receive sufficient support and resources but have to do everything alone.

At Continuity Dimensions we offer a composite comprehensive approach to solving your Business Continuity Management needs. Our team of professionals can provide skills and expertise in the areas needed, and help you develop the BC plan or program aligned with the industry best practices and standards. Read more…

BCM: A cross-functional discipline or a mere support function?

The situation is often aggravated when Business Continuity Management is viewed as a mere support function and is included in the organizational hierarchy under some single function (such as IT, Security, or Risk Management). Such approach does not promote an enterprise-wide attitude to BCM, but rather limits it to a specific narrow area. As a result, BCM practitioners locked within a single function are not able to reach out and build a BCM Program at the organizational level.

Insufficient funding

When the role and scope of BCM are not adequately understood, it is not given the appropriate place, attention and funding within the organization. Management who do not support BCM and don't understand its need for a bigger budget, in fact, hold up the development of their business continuity and risk the reputation of their organization. It is critical that the importance of BCM is recognized by the executive echelon and facilitated centrally.

Underestimated importance of preparedness

In spite of the daily news we hear about natural and man-made disasters all over the world, people often think that catastrophes will not affect their lives. Crises seem to be something that happens far away and can't harm the companies here and now. And even should something happen, many believe that crises will automatically resolve themselves. And as for people, they will perform in a crisis as best as they can (after all, how would one manage a crisis?).

This attitude is especially characteristic for management who feel knowledgeable and experienced enough to cope with anything that life can throw at their company. But they don't take into account the fact that under subnormal conditions things can go not necessarily as expected. The amount of issues produced by a crisis may be so overwhelming and cause such tension, that it can confuse and paralyze the management team. Failure to handle a crisis effectively could damage the company’s reputation and cause unwanted attention.

 
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