When a drip becomes a flood: Lessons learned from Target Corporation’s first large-scale business disruption

Kimberly D. Hirsch and Bryan E. Strawser

Journal of Business Continuity & Emergency Planning, 2014, vol. 8, issue 2, 114-121

Abstract: Business continuity practitioners routinely determine which teams in their companies are critical and undertake extensive and rigorous planning processes. But what happens when a business is faced with an unanticipated long-term disruption that primarily affects non-critical teams? How can a company use the essential principles of business continuity and crisis management in order to respond? This paper explores a 2013 business disruption experienced by Target Corporation at one of its headquarters locations caused by a leak in the water line for an ice machine. Challenges encountered and reviewed include supporting non-critical teams, leadership of a multi-week business disruption and how remote work technologies have changed traditional continuity alternative workspace solution planning. Lessons learned from this activation are presented with implications for business continuity and emergency management planning that are applicable to any industry.

Keywords: activation; disruption; remote work; resiliency; workforce planning; recovery providers (search for similar items in EconPapers)
JEL-codes: M1 M10 M12 (search for similar items in EconPapers)
Date: 2014
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Persistent link: https://EconPapers.repec.org/RePEc:aza:jbcep0:y:2014:v:8:i:2:p:114-121

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