As noted in an earlier blog, Business Continuity Management (BCM) is not an event or a project. It has to become embedded in how the company works, and the whole process of BCM has to be managed.

When it comes to embedding BCM into the corporate culture, it’s important to recognise that there is no “one size fits all” for this activity. It has to be tailored to the company, its people and the business in which it’s involved. At each phase in the BCM life cycle, there are opportunities to create and enhance a BCM culture. Many of these opportunities are created not by the experts but by ordinary employees. This type of initiative should be encouraged because it shows that BCM is taking root.

There’s also a view that BCM should be implemented in controlled, well-tested phases rather than a concerted, company-wide initiative. Such an approach allows for the process to be constantly adjusted by taking into account feedback from each phase. (The five steps for implementing BCM are outlined in an earlier blog.)

It’s critical to ensure that the BCM programme is allowed to mould itself to the company and its people. In this way, abstract best practice becomes “how we do things here”, and that’s a very powerful way of ensuring that the plan remains current. At the same time, though, it’s also very important that the people who are ultimately responsible for the effectiveness of the BCM plan—the directors—are fully behind the rollout, and visibly support it.

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