Seizing the future of business continuity management

Sean Murphy Douglas Weldon March 2015

We live in an era of complex global change

We’ve evolved.

Have we kept up with the times?

Information���Exchange

Situational Awareness

Predictive Intelligence

Competitive Advantage

Survival & ���Existence

How is our use of information evolving?

Leverage the information in our environment to: •  Better manage (potential) crisis events •  Better manage (potential) opportunities

1.  Understand our environment 2.  Build tacit knowledge 3.  Construct new models

How can we seize the future of BCM?

Information���Exchange

Situational Awareness

Situational Awareness

Predictive Intelligence

Predictive Intelligence

Competitive Advantage

Competitive Advantage

Survival & ���Existence

Understand our environment Our world is complex and nonlinear

Understand our environment How do we typically plan for an incident?

Anatomy of a Crisis

How much of this timeline does your program address?

The range in which many BCM programs operate

Understand our environment We can’t codify procedures for a nonlinear event

Understand our environment Build situational awareness and common ground

Threat Event Crisis Management Control

Event Timeline & Life-Cycle

Information available

Information value

Decisions required Information

Gap

Understand our environment Close the information value gap

Understand our environment Conduct active threat intelligence

Understand our environment Create expertise

Build tacit knowledge Engage in scenario planning

Conducting regular exercises increases levels of preparedness, but for which situations and objectives?

Building muscle memory around exercising capabilities designed for specific scenarios

OR

Building the ability to adapt capabilities to complex and contemporary scenarios

Build tacit knowledge Make future memories

Build tacit knowledge Don’t just look through the rear-view mirror

•  Building knowledge around things that have happened can have some value. •  Building knowledge around things that could likely

happen is more valuable. •  Building knowledge around things that are

happening right now, and are likely to happen as a result, is the most valuable.

•  If you could look into the future, what three things would you like to know about the company? •  If the company were to collapse in 2020, what

might have caused the collapse and why? •  If the company was thriving in 2020, what

would be true of it? •  What has surprised you about the company in

recent years?

Build tacit knowledge Get into the mindset of decision-makers

Crisis/Incident Management

Business Continuity

Emergency Management

Disaster Recovery

Information Security

Construct new models Focus on crisis or incident management

Physical Security ���Health/ Safety

Common ground

News, Weather, Chat CDC, WHO, etc. Ops Monitoring Data

e.g., Alerts, Analytics e.g., Social Media Analytics e..g., Ops Data Reports, etc.

Existing Required,

CIM Specific Customized by

Industry/Customer* Capabilities

Applications

CIM Customer *Customization of customer ops data feeds and applications is critical to customer quality

Construct new models Consider end-state architecture

Construct new models Start staying alert

Questions?

Sean Murphy���CEO & President Lootok

Douglas Weldon���Executive Director���BCI-USA Chapter