Measuring business continuity programmes in large organisations

Christopher Green

Journal of Business Continuity & Emergency Planning, 2014, vol. 8, issue 1, 71-82

Abstract: In the field of business continuity management, organisations commit sums of money (often very large sums) to develop and maintain their continuity capability. Despite this, there is almost no measurement of whether this expense offers value for money, or whether it is targeted in the right areas. This paper will explain some methods of measuring components of a business continuity programme. The important outputs from this measurement activity are to demonstrate that an organisation’s continuity capability is improving over time, and to identify areas of weakness that should be targeted during future work.

Keywords: metrics; business continuity management; business continuity policy; business resilience; key performance indicators; organisational culture; key risk indicators (search for similar items in EconPapers)
JEL-codes: M1 M10 M12 (search for similar items in EconPapers)
Date: 2014
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Citations: View citations in EconPapers (1)

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Persistent link: https://EconPapers.repec.org/RePEc:aza:jbcep0:y:2014:v:8:i:1:p:71-82

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