Building an effective business continuity framework: Case study of a critical national infrastructure organisation’s approach

Aaron Gracey and Konrad Yearwood
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Aaron Gracey: Squared Apples, Grassington, Bancroft, UK
Konrad Yearwood: University College London, UK

Journal of Business Continuity & Emergency Planning, 2022, vol. 15, issue 4, 342-359

Abstract: Organisations are regularly exposed to risk factors and issues that may be triggered by disruptive events that can impact on the organisation’s performance and reputation. These disruptions can range from human error through to large-scale natural disasters and long-term global events that can reshape the complex landscape within which these organisations operate. Large-scale business actions, such as decentralisation, mergers and acquisitions, can also introduce major disruption to daily operations. The presence of an embedded, effectively communicated business continuity framework that is rigorously reviewed and tested with appropriate regularity provides an enhanced level of protection and flexibility when faced with such issues. This case study analyses the development of a business continuity framework in a large business unit that operates as part of a UK critical national infrastructure provider with an international influence. The study proposes a business continuity capability framework and examines the approach taken to embed such a framework into the aforementioned business unit.

Keywords: leadership; business continuity; resilience; lessons learned; culture (search for similar items in EconPapers)
JEL-codes: M1 M10 M12 (search for similar items in EconPapers)
Date: 2022
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Persistent link: https://EconPapers.repec.org/RePEc:aza:jbcep0:y:2022:v:15:i:4:p:342-359

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