There are many vendors that support business continuity and information technology recovery strategies. External suppliers can provide a full business environment including office space and live data centers ready to be occupied. Other options include provision of technology equipped office trailers, replacement machinery and other equipment. The availability and cost of these options can be affected when a regional disaster results in competition for these resources.
While both fields are important, and even similar in some aspects, they are not synonymous. There are important differences in business continuity vs. disaster recovery, and those in leadership or emergency preparedness roles can benefit from understanding the core distinctions.
A closer look at business continuity vs. disaster recovery reveals some key distinctions. Ultimately, these differences highlight the fact that businesses need to have plans of both kinds in place to be sufficiently prepared for disaster.
An information technology disaster recovery plan (IT DRP) should be developed in conjunction with the business continuity plan. Priorities and recovery time objectives for information technology should be developed during the business impact analysis. Technology recovery strategies should be developed to restore hardware, applications and data in time to meet the needs of the business recovery.
Data backup and recovery should be an integral part of the business continuity plan and information technology disaster recovery plan. Developing a data backup strategy begins with identifying what data to backup, selecting and implementing hardware and software backup procedures, scheduling and conducting backups and periodically validating that data has been accurately backed up.
A business continuity plan (BCP) outlines the procedures your organization will follow in the face of such disasters. It covers crisis communication strategy, assets, business partners, human resources, and more.
COVID-19 is unlike anything our economy has ever experienced, so it was impossible to prepare for with traditional wisdom and forecasting tools. However, you should view this disaster as something to learn from and carry the lessons learned forward once the pandemic has passed, and you've had time to analyze your response.
Maintaining stable business operations is key to keeping up with competitors and potentially surging past them when disruptions occur. Given the growing number of risks companies face today, businesses will continue to face ever-changing disruptions, and quickly acting on them requires having a solid business continuity plan (BCP) in place. Is your organization prepared to respond to the myriad of threats that have arisen in recent years
With the universe of harms realized, organizations understood that a more expansive plan was necessary, and business continuity meant integrating elements of disaster recovery planning but also emergency preparedness and crisis management.
Global Emergency Management, which is staffed by Walmart associates with experience in law enforcement, meteorology, emergency management and resilience planning, develops strategies and plans to help mitigate the impact of disasters on our associates, our stores and our communities.
Our physical presence in communities allows us to deploy associates and resources such as food and other products, mobile chargers, mobile pharmacies and fuel to affected associates and communities. For example, in FY2022, we deployed associates to Louisiana in support of Hurricane Ida relief and Kentucky following the December tornadoes. We work closely with local leaders and organizations responding in real-time to assess needs and tailor our response to what communities need most in the wake of disasters. We use technology and support initiatives that help improve the speed and focus of disaster response so that people, food, water and other resources are quickly deployed to the right places (see discussion regarding use of customer data above).
Key elements that business continuity plans should incorporate include the potential operational and economic impact of such events, particularly in light of previous natural disasters. Specifically, the aftermath and losses of Hurricane Sandy in 2012 and the more recent mandatory evacuation of the Eastern seaboard during Hurricane Matthew in 2016 highlight the importance of business continuity planning and preparedness.
As a best practice, all businesses should have a business continuity plan and a disaster recovery plan to address crisis situations such as a natural disaster. The following are general guidelines, with specific focus on considerations for natural disasters:
Successful recoveries depend upon business disaster-preparedness planning. After a disaster occurs, businesses should quickly assess the situation to ascertain physical damage and impact to operations, incorporating the following considerations:
We have all felt some measure of uncertainty brought about by changes in our climate, one being due to the increase in weather crises. As you work to manage your fleet, developing a business continuity plan in the face of natural disasters will become increasingly important.
A business continuity plan is a tool to help your organization respond to any disaster that may arise. Business continuity planning has traditionally focused on developing a resilient primary work environment so that business operations can continue even through an emergency situation. This involves equipping an office with an infrastructure which includes back-up power, so that operations are not interrupted by extreme weather or other unforeseen events that might disrupt public utilities.
When your business faces a natural disaster that will directly impact operations, there will be government entities poised to assist you in your recovery. You will want to be organized and prepared to access these organizations and assist them in helping you after the disaster strikes. In addition to your business continuity plan, there is available technology to help prepare your fleet organization for the aftermath of a natural disaster.
The potential damage that storms can inflict underscores the importance of Business Continuity Planning and disaster preparation, especially for local community banks and credit unions. A single disaster event, be it a hurricane, tornado, earthquake, severe thunderstorm, etc., has the potential to devastate communities by disrupting thousands of businesses and organizations and impacting millions of lives. While disasters do not take any seasons off, historically some of the worst storms actually hit during the fall months. A lack of proper planning and preparation could be particularly devastating for a financial institution impacted by a fall storm, as their customers will expect prompt access to their money in the aftermath of such an event. Moreover, regulators have expectations of their own, and financial institutions could face poor examination scores, fines, or increases in FDIC insurance costs. But who has the time to undertake such a big project BCP/DR planning is especially challenging for smaller community financial institutions who often lack the staff and resources of larger institutions.
Banks and credit unions that try to manage their own technology solutions, including backups, email, and server management, often get mired in day-to-day operational concerns. This leaves precious little time for the institution to make plans for potential disasters. The result is often a plan that does not truly consider all the processes and functions that go into running the business. This can leave significant gaps in recovery capabilities that might remain hidden to internal stakeholders without proper testing.
A business continuity plan outlines procedures and instructions an organization must follow in the face of disaster, whether fire, flood or cyberattack. Here's how to create one that gives your business the best chance of surviving such an event.
Business continuity refers to maintaining business functions or quickly resuming them in the event of a major disruption, whether caused by a fire, flood or malicious attack by cybercriminals. A business continuity plan outlines procedures and instructions an organization must follow in the face of such disasters; it covers business processes, assets, human resources, business partners and more.
In a structured walk-through, each team member walks through his or her components of the plan in detail to identify weaknesses. Often, the team works through the test with a specific disaster in mind. Some organizations incorporate drills and disaster role-playing into the structured walk-through. Any weaknesses should be corrected and an updated plan distributed to all pertinent staff.
Lastly, disaster simulation testing can be quite involved and should be performed annually. For this test, create an environment that simulates an actual disaster, with all the equipment, supplies and personnel (including business partners and vendors) who would be needed. The purpose of a simulation is to determine if you can carry out critical business functions during the event.
Is your college ready to face a natural disaster, terrorist attack, or other unforeseen emergency No higher education institution really expects something like a fire, flood, loss of power, criminal attack, or pandemic to interrupt daily operations, but it is something every college and university should be prepared for.
Though the emergency response was relatively smooth, NYU learned from the events of 9/11 and has further honed its business continuity plan to secure the physical and electronic infrastructure of the university in the face of future disaster.
Luckily, the university had a solid business continuity plan in place, along with a formal incident response and emergency operations center. Because they had already tested several plans using emergency simulations, they were able to immediately alert the appropriate responders using their established chain of command. They sent an EOC activation notice, created an incident assessment within a few hours of the fire, and quickly coordinated recovery of the communications infrastructure. 59ce067264