Security and risk management leaders targeting greater organizational resilience will need to ensure that their business continuity management programs are viewed as strategic imperatives by linking them to the development of corporate objectives and customer delivery commitments.
- Definition of a Resilient Organization
- Future State
- BCM Enables the Continuous Delivery of Corporate Objectives Under All Circumstances
- BCM Is Practiced by the Many, Rather Than the Few
- BCM Focuses on Service Delivery
- Organizations Will Need a Resilience Culture
- BCM Cannot Be Considered an IT-Only Issue
- Current State
- BCM Is Seen as a “Must Do” as a Result of Fear, Uncertainty and Doubt
- BC Plans Are Scenario-Based Response Plans
- Senior Management Acceptance, Sponsorship and Engagement Depends on Individual Viewpoints
- Business Leaders View BCM as an IT/DR Activity
- BCM Manager Is Largely an Administrative/Record-Keeping Function
- BCM Is Practiced in Organizational Silos With Fragmented Results
- Time and Resource Commitments for Training/Exercising Remain a Challenge
- Organizations Lack Visibility Over Their Third Parties’ Resilience
- Gap Analysis and Interdependencies
- Migration Plan
- Higher Priority
- Medium Priority
- Lower Priority
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