Can business impact analysis play a meaningful role in planning a cost-saving programme?

Trevor Wright

Journal of Business Continuity & Emergency Planning, 2011, vol. 5, issue 1, 400-408

Abstract: Business continuity as it exists today would appear to have reached something of a plateau. Considering the history of the discipline, and how it has developed from ‘simple’ disaster recovery to its present position, it is clear that the trend has been to move from a reactive discipline to a proactive process. Following on from this broadly-accepted point, it is perhaps time to consider how the discipline may develop and what wider and deeper contribution the business continuity profession may make to add further value for our clients. In the present climate, it seems appropriate to consider how (and if) business continuity practice can make a meaningful contribution to a cost saving exercise. The public and private sectors are considered and the differences are compared.

Keywords: management; downsizing; financial management; public sector; statutory duties; commercial organisation; unity of purpose; scale of reference; mathematical model (search for similar items in EconPapers)
JEL-codes: M1 M10 M12 (search for similar items in EconPapers)
Date: 2011
References: Add references at CitEc
Citations:

Downloads: (external link)
https://hstalks.com/article/4697/download/ (application/pdf)
https://hstalks.com/article/4697/ (text/html)
Requires a paid subscription for full access.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:aza:jbcep0:y:2011:v:5:i:1:p:400-408

Access Statistics for this article

More articles in Journal of Business Continuity & Emergency Planning from Henry Stewart Publications
Bibliographic data for series maintained by Henry Stewart Talks ().