Keys to Creating a Culture of Preparedness

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Culture of Preparedness

 This paper is based on the webinar, Keys to Creating a Culture of Preparedness, presented by Ann Pickren, MBTI, crisis communication expert and COO at MIR3; Jim Satterfield, President, COO, Firestorm; and Joe Miner, Global Internal Audit IT Supervisor, P&G

 Whether you call it business continuity, disaster recovery or risk management, it all leads towards the same thing—a culture of preparedness. A culture of preparedness is when every person at every level of the organization is aware of the potential for a business disruption and knows what their role should be in both preventing and reacting to such an event. The concept is a good one, but to achieve such a culture you may need to approach your business continuity program in ways that are not well defined in the traditional best practices and methodologies.

The traditional path gives you a traditional programyoutube image

In time-honored fashion, when you first begin defining and creating a business continuity program, it’s usual to start by assembling your tools. These may be as simple as the basic Microsoft Office tools (Word, Excel, etc.); or you may opt for a software application for building and storing your plans, conducting a business impact analysis or managing an incident. After performing risk and business impact analyses and building plans, you commence tabletop exercises and other practices, initiating fire drills and doing recovery tests along the way. And as we all know, it’s important to communicate, communicate and communicate even more, so that everyone understands the program.

The pitfalls of tradition

A traditional process like this is good in that it makes it easy for your plan to align with established standards and other business continuity plans. If you follow the process, you will indeed come up with a comprehensive and impressive plan. But that can be part of the problem.

Many times your plan is so big and so comprehensive that it overwhelms. Your audience expresses frustration that the plan is unwieldy, executives and staff don’t totally support it, and you end up with a program that doesn’t fit the culture of your company or its management. This is not good, as the sustainability of a program is directly related to the passion that everyone across the organization shares for preparedness.

Start by considering your ultimate goal

How can you prevent these pitfalls and ultimately grow a passion for preparedness across all the organization? Start by confirming the goal or endpoint you want to achieve, which, ultimately, is agreement from everyone about the importance of being prepared. Your goal is to come up…download and read the full brief here.

 

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