Critical Factors in Delivering BCM
In order to be successful, Business Continuity Management must be regarded as an integral part of an organisation's normal management processes.
Achieving top-level buy-in is vital to developing robust BCM arrangements. Engaging senior managers is crucial to the success of any major programme because of the influence they have over resource allocation and the culture of an organisation. However, the commitment of the top level is particularly important in relation to BCM because:
- it requires the leverage they exert across the organisation in order to be effective;
- it requires decisions about attitudes to risk and service prioritisation that can only be taken at the top level; and
- the top team is responsible for ensuring that effective governance arrangements are in place.
Experience has shown that there is merit in giving a member of the executive management board overall responsibility for the BCM process by being appointed as the champion within the organisation. This will ensure that the profile of BCM issues is increased and decisions are made at the appropriate level.
BCM is an ongoing process and it is important to gain the support and endorsement of the board at the end of each stage of the cycle. Critically, it should be the responsibility of senior management to provide the assurance that BCM arrangements are robust.
Experience has also demonstrated the importance of clearly establishing working-level responsibility for taking the programme forward. The best approach for programme management will vary by organisation, but the programme is most likely to succeed if:
- an overall BCM co-ordinator is appointed, and reports directly to the executive member responsible for BCM. This person would ideally be someone who has:
- a good understanding of the critical aspects of the business and its key personnel and dependencies;
- an understanding of BCM methodology and awareness of emergency management issues;
- an awareness of relationships with other organisations (eg. contractors or suppliers);
- and good programme management, communication, interpersonal and leadership skills; and
- BCM is part of every manager's normal responsibilities. The BCM co-ordinator must ensure that all senior managers (eg service heads) understand the importance of BCM, the organisation's approach to BCM and their responsibilities in relation to BCM. Ultimately, senior managers themselves must be responsible for embedding the programme within their service areas