Business Continuity Management – Barriers to the implementation of BCM

Business Continuity managers often experience difficulties in implementing Business Continuity Management (BCM) based on the guidance obtained through the Business Continuity Institute Good Practice Guidelines (GPG), ISO22301 and ISO 22313. This is often because they are trying to introduce what is in effect a new management system into a business that has only a vague awareness of what the organisation will be trying to achieve and where there is, therefore, much uncertainty about both the dimensions of focus or what approaches should be taken. As result the organisation may suffer from confusion as to what, if any, will be the benefits of BCM.

As pointed out by the GPG, this cannot be achieved without the endorsement and involvement of the organisation’s Top Management structure whose support, guidance and leadership is vital for successful design and implementation. If this support is unavailable or poor then any BC Manager trying to implement Business Continuity Management (BCM) into their organisation will most probably come up against severe problems when attempting to cross organisational barriers and this will mean that the expertise required from within the company will not be forthcoming due to departments operating strictly within their own silos.

A consequence of this situation will be that many managers within these departments will not be aware of what is important to their own, another department or even the organisation as a whole in terms of the recoverability of functions. Another problem that can arise is the ‘Not Invented Here’ phenomenon where the idea and introduction of BCM will be rejected because it comes from outside of the department and is therefore something that will be regarded as not having any potential value.

To overcome these problems it is important where in the organisation the BCM function is located. This all too often depends on where the requirement for Business Continuity came from in the first place. Should BCM be situated within any particular discipline, for example Facilities Management, Security or Information Technology department, then it will usually be regarded by those on the outside of those departments as a function that does not apply to them or their department. In order to achieve overall coherence within the organisation, as far as possible, it is recommended that BCM should normally be attached to the Chief Executive’s office or the most senior manager who is responsible for the overall management of the company.

How can Biscon help?

Biscon Planning Limited is a leading and well respected independent supplier of Risk and Business Continuity Management requirements, who have expertise experience, and access to specialist knowledge. Biscon have successfully introduced and implemented business continuity strategies, policies and plans into many organisations through recognising both commonalities and differences in their approach and using their knowledge, personal experience and industry best practices to facilitate the successful implementation of your BCM system.

At Biscon, we do not believe in a one-size-fits-all approach and so create bespoke plans that are tailored to suit the individual needs of our clients. A BCP delivered by Biscon would help your organisation meet its core objectives of maintaining its operations following any acute disruption to your normal activities. Our programmes of work can deliver such requirements as an operational Risk Register, a Business Impact Analysis that highlights the impact on functions and activities and a comprehensive Business Continuity Management Plan.

Biscon can provide you with a FREE ‘Health Check’ of your current levels of resilience; just give us a call to arrange yours.

If you need assistance with any aspect of your Business Continuity programme, then call Biscon on +44 1453 889250 or email Jim Nield at jimnield@biscon.co.uk. Also please see our website; www.biscon.co.uk for further information.