Strategic continuity planning: The first critical step

Jack Smith

Journal of Business Continuity & Emergency Planning, 2013, vol. 7, issue 1, 6-12

Abstract: Many companies (and business continuity professionals) believe a company needs a comprehensive, all-inclusive business continuity plan. Often they reach this conclusion after other companies or potential clients have requested to see their business continuity plan as a precondition of doing business. Companies without ‘a plan’ are then tempted to go out and hire a business continuity person and tell them to ‘Create a plan!’ This makes perfect sense to the executive team, but this approach will probably not work in a real event. This paper addresses the shortcomings of producing tactical documentation and calling it ‘The Plan’, and discusses ways to engage management in the development of a corporate strategy to be used during and after an event.

Keywords: strategic planning; executive involvement; recovery planning; executive business impact analysis; resiliency (search for similar items in EconPapers)
JEL-codes: M1 M10 M12 (search for similar items in EconPapers)
Date: 2013
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Persistent link: https://EconPapers.repec.org/RePEc:aza:jbcep0:y:2013:v:7:i:1:p:6-12

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