A metrics framework to get and keep management engaged

Scott Ream and Shane Mathew

Journal of Business Continuity & Emergency Planning, 2018, vol. 11, issue 4, 298-308

Abstract: Conferences and webinar presentations regularly extol the importance of executive support when building a successful, sustainable business continuity, IT disaster recovery, crisis or emergency management programme. When executives are engaged, it is a beautiful thing. One feels empowered and appreciated. Then one day, it is gone. Or worse, it was never there. Was it somebody’s fault, or was it some other factor? Business continuity management (BCM) practitioners monitor the progression of their efforts and quality of results through metrics. However, which metrics or key performance indicators provide the greatest value, particularly in the context of gaining and keeping executive support? This paper reviews several traditional metrics models, assessing both the positive and negatives that each offer. This is followed by an in-depth overview of the Business Continuity Maturity Model (BCMM), a publicly-available organisation resilience programme assessment tool that, when applied effectively, provides a rigorous framework for programme assessment and ongoing metrics reporting. This is followed by an analysis of the models, and recommendations on the use of metrics to tell a resiliency story that demonstrates value.

Keywords: business continuity; organisational resilience; metrics; programme assessment; programme maturity; executive support; executive sponsor (search for similar items in EconPapers)
JEL-codes: M1 M10 M12 (search for similar items in EconPapers)
Date: 2018
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Persistent link: https://EconPapers.repec.org/RePEc:aza:jbcep0:y:2018:v:11:i:4:p:298-308

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