Congratulations on being so prepared! Like you, organizations that have prepared for business continuity contingencies have typically developed a comprehensive business impact analysis that identifies critical business processes and illustrates the impact of non-functioning processes due to external events. These entities usually have good visibility to their supply chains and resiliency plans in the case of disruption. Employees are in place to maintain resiliency of business-critical processes in the event of workforce disruption, essentially stepping in for other employees who may not be able to work. Importantly, these businesses normally have created the ability to move employees from less critical tasks/processes to more critical tasks/processes as necessary, because the backup responsible resources have the ability to review documented critical processes and procedures and quickly ramp up to speed.
Systems/applications disruptions are typically covered by resiliency plans, so if a system goes down or a Robotic Process Automation (RPA) bot is no longer working, these businesses can switch to alternate applications or manual intervention at any geographic location.
Very importantly, as operational processes change, as a rule a formal change management process exists to implement the changes, ensuring that all affected people, processes, and systems are fully prepared and effective. Operational risks and controls are normally assessed in the context of business continuity, and regulatory impact has been identified and controls are in place to comply with changes. Key Performance Indicators (KPIs) pertinent to business-critical processes typically have been identified, are tied to business strategy, and are actively being monitored; including for when to switch to backup processes and/or resources.
Lastly, Resiliency procedures are often in place to move into emergency mode and then back to “normal” mode when ready – across the entire operational landscape.
Although very few companies have achieved this level of preparedness, the ones that have typically use process-centric business modeling to obtain it. The companies that have not applied this modeling methodology should consider doing so, in order to tie into many other key operational use cases, including compliance, digital transformation, and customer experience.Download the Resiliency & Business Continuity Handbook