Building enterprise-wide resilience by integrating business continuity capability into day-to-day business culture and technology

Patrick Alesi

Journal of Business Continuity & Emergency Planning, 2008, vol. 2, issue 3, 214-220

Abstract: This paper follows the development of the business continuity planning (BCP) programme at Lehman Brothers following the events of September 11th. Previous attempts to implement a `traditional' form of BCP had been ineffective, but following the events, the firm began to look at BCP in a new light. This paper deals with three main themes: creating a culture of resiliency, leveraging technology, and building flexible plans. Distributing accountability for BCP to business line managers, integrating BCP change management into the normal course of business, and providing every employee with personalised BCP information breeds a culture of resiliency where people are empowered to react to events without burdensome, hierarchical response and recovery procedures. Building a strong relationship with one's application development community can result in novel, customised BCP solutions; existing systems and data structures can be used to enhance an existing BCP. Even the best plans are often challenged by events; understanding that flexibility is essential to effective incident response is a critical element in the development of a proper business continuity plan.

Keywords: resiliency; business continuity; BCP; incident response (search for similar items in EconPapers)
JEL-codes: M1 M10 M12 (search for similar items in EconPapers)
Date: 2008
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Citations: View citations in EconPapers (1)

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Persistent link: https://EconPapers.repec.org/RePEc:aza:jbcep0:y:2008:v:2:i:3:p:214-220

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