How to leverage business leadership’s newfound interest in business continuity

Grace Burley
Additional contact information
Grace Burley: Witt O’Brien’s, USA

Journal of Business Continuity & Emergency Planning, 2022, vol. 16, issue 1, 17-22

Abstract: In 2020, business continuity programmes around the world came under the spotlight like never before. This paper investigates whether business continuity professionals have done enough to maintain this newfound attention and leverage the opportunity associated with it. The paper argues that business continuity professionals must build on the lessons learned from the COVID-19 response and work more closely with business leaders. The paper describes practical and tangible ways to do this, including leveraging data and asking leadership for feedback on existing approaches and plans, with a view to maintaining business leaders’ focus on business continuity.

Keywords: business continuity; business disruption; business leadership; business continuity data; business continuity plans; business crisis; resilience; supply chain; pandemic (search for similar items in EconPapers)
JEL-codes: M1 M10 M12 (search for similar items in EconPapers)
Date: 2022
References: Add references at CitEc
Citations:

Downloads: (external link)
https://hstalks.com/article/7134/download/ (application/pdf)
https://hstalks.com/article/7134/ (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:2022:v:16:i:1:p:17-22

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 ().