The Executive Guide to Business Continuity (Series) - Part 6: A Look Ahead: What's Next for Business Continuity?

For years, the concept of Recovery Time Objective (RTO) has been a cornerstone of Business Continuity Planning. From applications to vendors, RTOs have been used as the primary measure of how quickly something must be restored following a disruption. However, I believe we’ve reached a point where RTOs are being overused and, in many cases, misunderstood. It's time to rethink their role and look for more practical alternatives. The Overuse of RTOs RTO is supposed to define the maximum acceptable downtime before a significant impact occurs. But when every aspect of an organization’s continuity plan has its own RTO — application RTOs, vendor RTOs, and even individual process RTOs — things get confusing. Instead of helping teams prioritize recovery efforts, this proliferation often muddies the waters. Additionally, RTO has become a checkbox exercise for many organizations. “What’s your RTO?” gets asked, a number is provided, and the conversation moves on. But do those numbers reflect realistic recovery capabilities? Often, they don’t. The disconnect between theoretical RTOs and operational reality undermines their value. Why RTOs Might Not Matter as Much Anymore Modern business environments have evolved. Today’s organizations rely on highly interconnected systems, third-party vendors, and cloud-based services. With these complexities, assigning a singular RTO often fails to capture the nuances of dependencies, data availability, and realistic recovery timelines. Moreover, the average workday has changed. In many industries, employees are productive for only a fraction of their day, and business operations often tolerate short delays better than expected. The rigid focus on RTO assumes a binary view: either systems are fully operational, or the organization is entirely incapacitated. Reality is far more nuanced. Shifting to “Needed Within” To address these challenges, I’ve shifted to using “Needed Within” for Business Impact Analysis (BIA) data collection. This approach asks a simple, practical question: When do you actually need this to continue operations? By reframing the question, it becomes easier to: Distinguish priorities: Identify what’s truly critical versus what’s merely convenient. Engage stakeholders: Provide language that resonates with business units, avoiding technical jargon like “RTO.” Focus on outcomes: Emphasize practical recovery efforts rather than arbitrary timeframes. Enhancing Application Recovery Metrics For applications, I’ve also started asking, “How often do you need the data backed up?” This shifts the focus to Recovery Point Objective (RPO), ensuring that the frequency of data backups aligns with operational needs. By prioritizing data integrity and availability, organizations can: Reduce the risk of data loss. Align IT and business priorities more effectively. Build recovery strategies that reflect real-world scenarios. The Benefits of Simplification Moving away from the overuse of RTO simplifies continuity planning. When teams focus on “Needed Within” and realistic RPOs, they: Reduce confusion: Clearer metrics help everyone understand priorities. Enhance collaboration: Business units and IT teams work together more effectively. Build confidence: Recovery strategies feel achievable and aligned with organizational capabilities. Final Thoughts RTO served an appropriate purpose in its time, but as organizations grow more complex, it’s becoming less relevant. By adopting practical alternatives like “Needed Within” and focusing on actionable metrics, Business Continuity Planning can evolve to meet modern challenges. It’s not about abandoning RTO entirely; it’s about using it where it makes sense and finding better tools for everything else.

Introduction As this series comes to an end, we’ve explored how business continuity (BC) must evolve to meet the challenges of today’s rapidly changing world. From shifting to a response-driven approach to building a culture of resilience, the insights shared have provided a roadmap for creating a future-focused BC program. But understanding the importance of resilience is only half the battle, executives now need to take action to implement these strategies effectively. In this final blog, we’ll summarize the key takeaways from the series and outline a step-by-step guide for executives to prioritize, implement, and sustain a modern BC strategy that adapts as the organization grows. Key Takeaways from the Series Reposition BC as a Strategic Advantage Business continuity is no longer a back-office function; it’s a strategic priority that safeguards revenue, reputation, and customer trust. Position BC as a key driver of business value, not just a compliance requirement. Shift to a Response-Driven Approach Move beyond recovery-focused planning to embrace a proactive strategy that minimizes disruption in real-time, maintaining operations and protecting stakeholder confidence during crises. Leverage Technology to Enhance Resilience Adopt tools like Microsoft’s Power Platform or third-party solutions to automate workflows, enable real-time insights, and streamline response efforts. Technology empowers organizations to act quickly and effectively in dynamic environments. Foster a Culture of Resilience Resilience must be a shared responsibility across the organization, supported by leadership and integrated into daily operations. Equip teams with training, resources, and opportunities to collaborate, ensuring everyone contributes to continuity efforts. Make Leadership Visible and Engaged Executive involvement is critical for embedding resilience into the organization’s core. Leaders who champion resilience inspire teams, allocate resources strategically, and break down silos for a unified approach. Step-by-Step Guide for Executives to Implement a Future-Focused BC Plan Step 1: Reassess and Realign Your BC Strategy Start by evaluating your current BC plan to identify gaps and areas for improvement. Ensure that it aligns with the organization’s strategic goals and reflects today’s most pressing risks. Conduct a Maturity Assessment: Use tools like the Business Resilience Navigator to evaluate the current state of your BC program across leadership, awareness, structure, and other critical areas. Use the results to develop a roadmap for improvement. Engage Stakeholders: Include input from key departments like IT, Operations, HR, and Communications to ensure the plan addresses cross-functional needs. Step 2: Define Your Priorities Focus on the areas that will deliver the most impact in building resilience. Prioritize initiatives based on their ability to minimize disruption, maintain customer trust, and safeguard critical operations. Key Questions to Consider Which risks pose the greatest threat to your organization’s strategic goals? Where are your current gaps in response capabilities? What resources are needed to address these gaps effectively? Step 3: Invest in Technology Leverage technology to streamline and strengthen your BC efforts without breaking the bank. Tools like Power Apps, Power Automate, and Power BI offer cost-effective, scalable solutions for enhancing operational agility and decision-making. Unlike traditional software solutions (i.e., BC in the Cloud, Everbridge, Fusion), these tools allow you to tailor functionality to your organization’s specific needs at a fraction of the cost and with dramatically quicker implementation. Examples of Technology in Action Use Power Apps to create custom mobile tools for incident reporting and manual data logging during outages, quickly and affordably. Automate communication workflows with Power Automate to ensure employees and stakeholders stay informed during crises, reducing the burden on teams. Monitor resilience metrics in real time using Power BI dashboards, helping leaders make data-driven decisions and adapt quickly during disruptions. The Power Platform’s low-code nature means organizations can deploy these solutions rapidly and affordably, making it an ideal investment for businesses seeking to modernize BC without overspending. Step 4: Build and Empower Cross-Functional Teams Resilience is not, and cannot be, a siloed effort, it requires collaboration across departments. Create cross-functional teams to oversee BC initiatives, ensuring representation from every critical area of the organization. Actionable Tip: Establish regular meetings or workshops where team members can align on their goals, share insights, and update response plans based on evolving risks. Step 5: Foster a Culture of Resilience Embed resilience into the organization’s core values and daily operations. Employees should understand their roles in continuity efforts and feel empowered to act during disruptions. Actionable Tip: Share success stories of how teams have managed past disruptions to reinforce the importance of resilience and inspire future efforts. Train and Engage: Conduct regular training sessions and tabletop exercises to keep teams prepared and confident. Step 6: Monitor, Measure, and Refine Building resilience is a dynamic, continuously developing process that requires continuous effort and adaptation. Continuously evaluate your BC program to ensure it remains effective and adaptable as risks evolve. Key Metrics to Track Response time to critical incidents. Employee engagement in resilience initiatives. Feedback from post-incident reviews and training exercises. Actionable Tip: Use insights from incidents and exercises to refine response protocols and update BC plans regularly. Practical Example: A Roadmap in Action Let’s look at how a mid-size regional bank can implement these steps: The bank begins by conducting a maturity assessment to evaluate its current BC strategy, identifying gaps in its ability to respond to cyber threats and branch-level disruptions. Based on these findings, the bank invests in Power Apps to develop an incident management system comprising a mobile app and a centralized incident management platform. The mobile app allows heads of Cash Services, Facilities, Security, Safety, HR, and regional branch presidents to report on branch-level incidents in real time. The data is instantly collated and displayed in the main incident management app, providing the incident manager with a real-time, comprehensive view of disruptions across the bank’s network. This streamlined system improves decision-making and ensures rapid response coordination. To foster collaboration, the bank forms a cross-functional resilience task force, including representatives from IT, Branch Operations, HR, and Customer Relations. This team meets regularly to align priorities, refine response protocols, and address emerging risks. Leadership integrates resilience into the bank’s core values, tying it to the mission of ensuring customer trust and financial stability, and shares success stories from branches that effectively managed past incidents. Additionally, the bank conducts quarterly tabletop exercises simulating large-scale scenarios like cybersecurity breaches or regional natural disasters. To ensure preparedness at all levels, they also incorporate micro-simulations during random team meetings, focusing on specific scenarios such as handling localized IT outages or effectively managing customer communications during disruptions. These short, targeted exercises help employees gain confidence and refine their roles in the response process. Feedback from the incident management system, tabletop exercises, and micro-simulations is used to improve response plans and update training. Over time, the bank sees reduced response times, increased employee engagement, and stronger customer trust, positioning it as a resilient and reliable financial partner during challenging times. Conclusion Building a modern BC strategy isn’t just about mitigating risks, it’s about creating an organization that can adapt, thrive, and seize opportunities in the face of disruption. By implementing the insights from this series, executives can lead their teams to build a program that not only safeguards continuity but also drives long-term growth and resilience. The path forward is clear – reassess your strategy, prioritize impactful initiatives, invest in the right tools, and cultivate a culture where resilience is second nature. With leadership at the helm and collaboration across teams, your organization will be ready to navigate whatever challenges the future holds. I hope you’ve enjoyed following this series and found the insights valuable for enhancing your business continuity and resilience strategies. If you have any questions, need additional information, or want to explore how these ideas can be tailored to your organization, please don’t hesitate to reach out. I’d love to connect and discuss how we can build a stronger, more resilient future together. Thank you for joining me and I look forward to continuing the conversation.

Building a resilient organization goes beyond having a business continuity plan—it’s about embedding adaptability, collaboration, and proactive thinking into every aspect of operations. In Blog 7 of our series, we explore how leaders can drive this transformation by making resilience a core value, equipping teams with the tools they need, and leading by example. Learn practical steps executives can take to create a culture where resilience becomes part of the organizational fabric, empowering teams to thrive in the face of disruption.

Introduction In most organizations, business continuity plans are built from the ground up, starting with insights into critical processes and recovery priorities at the department level. While this approach provides valuable information, it often misses the strategic perspective of leadership. This disconnect between operations and strategy can result in uneven priorities, overlooked risks, and inefficiencies.  An Executive Business Impact Analysis (eBIA) is a high-level assessment designed to engage leadership in identifying the organization’s most critical priorities, risks, and dependencies. By involving executives in the business continuity process, you can align operational continuity with strategic goals, ensuring the entire organization is moving in the same direction. What is an Executive BIA? An Executive Business Impact Analysis (eBIA) is a streamlined, leadership-focused version of a traditional BIA. Instead of diving into detailed department-level processes, an eBIA focuses on gathering insights from executives and senior leaders to identify the organization’s overarching priorities and risks. The eBIA process typically involves: Materiality Matrix Development – Identifying and ranking the impacts of disruptions, from low to critical, across financial, reputational, and operational dimensions. Criticality Assessments – Engaging leaders from key functions (e.g., finance, operations, IT) to determine the relative importance of departments, their processes, and their dependencies. Application and Vendor Reviews – Identifying mission-critical tools, systems, and vendors that support strategic operations. Strategic Risk Alignment – Mapping continuity priorities to the organization’s overall risk management framework. The goal is to establish a high-level understanding of what’s truly critical to the organization, creating a foundation that can be used in department-level BIAs to ensure alignment with leadership’s vision. Why Conduct an eBIA? An eBIA bridges the gap between operational resilience and strategic priorities, offering several key benefits: Aligns Continuity Efforts with Business Strategy Executives provide the strategic context for continuity planning, ensuring that recovery priorities support the organization’s long-term goals. Provides a Clear Top-Down Framework With an eBIA, operational teams have a clear understanding of what leadership considers critical, reducing ambiguity and improving focus. Enhances Executive Buy-In By involving leadership early in the process, you build awareness and support for continuity efforts, making it easier to secure funding and resources. Identifies Strategic Risks and Dependencies The eBIA highlights vulnerabilities that may not surface in department-level assessments, such as reliance on key vendors or the risks of reputation damage. Improves Collaboration Across Departments The eBIA fosters a shared understanding of organizational priorities, promoting cross-functional cooperation during disruptions. Key Steps in Conducting an eBIA Here’s how to conduct an effective Executive Business Impact Analysis: Engage Leadership Early Schedule workshops or interviews with key executives, including C-suite leaders and senior managers from critical functions like finance, operations, IT, and HR. Frame the eBIA as a strategic exercise that directly supports organizational resilience. Develop a Materiality Matrix Work with leadership to identify and rank potential impacts, such as financial loss, reputational damage, customer dissatisfaction, and regulatory penalties. This matrix helps executives visualize what’s at stake and prioritize accordingly and can be used in department-level BIAs to identify specific process criticality. Assess Departmental Criticality Facilitate discussions to determine the relative importance of each department or function, based on its contribution to overall goals and its dependence on other areas. Evaluate Applications and Vendors Identify mission-critical systems, tools, and external partners. Discuss what would happen if these resources became unavailable and assess the risks to operations and strategy. Synthesize and Share Results Summarize the findings in a concise, actionable report. Use visual tools like dashboards, heatmaps, or SWOT diagrams to communicate key insights effectively. Connect to Department-Level BIAs Use the eBIA results as a baseline for more detailed BIAs. Any deviations or changes at the department level should be reviewed and approved by leadership to ensure alignment. The Role of an eBIA in Your Resilience Program The eBIA isn’t just a one-off exercise—it’s a critical component of a mature resilience program. It creates common language between executives and operational teams, ensuring that continuity plans are both practical and strategically sound. The eBIA integrates into your overall resilience efforts by providing: Baseline for Maturity Assessments – The eBIA provides a foundation for evaluating the maturity of your organization’s continuity and resilience efforts. Improved Resource Allocation – By highlighting what’s truly critical, the eBIA helps leaders allocate resources more effectively, reducing waste and focusing on high-priority areas. Enhanced Crisis Preparedness – With a clear understanding of strategic priorities, the organization is better positioned to respond to disruptions cohesively and effectively. Conclusion The Executive Business Impact Analysis (eBIA) is a powerful tool for aligning operational continuity with strategic goals. By engaging leadership in the process, organizations can bridge the gap between strategy and operations, creating a more focused, efficient, and resilient business continuity program. Whether you’re just starting your continuity journey or looking to refine an existing program, the eBIA is an essential step toward aligning resilience efforts across the entire organization. Reach Out for a Sample eBIA Template If you’re looking to get started with an Executive Business Impact Analysis (eBIA), I’ve created a sample template to help guide the process. It includes sections for assessing material impacts, identifying critical dependencies, and aligning continuity efforts with strategic goals. Feel free to reach out to me directly ( Nathan.shoptaw@pinnacleappinnovators.com ), and I’ll be happy to share the template with you. What’s Next in the Series In the next blog, we’ll dive into how technology can enhance resilience efforts, from streamlining maturity assessments to building dynamic response plans. You’ll learn how tools like Power Apps and Power BI can simplify complex processes, improve collaboration, and provide real-time insights to strengthen your resilience program.

Introduction How do you know if your business continuity program is effective? More importantly, how do you identify areas to prioritize for improvement? These questions are faced by many organizations and an answer can be found in a maturity assessment. A well-designed maturity assessment that aligns with industry standards can provide a clear picture of where your program stands today and a roadmap to where it needs to go. In this blog, we’ll explore the role of maturity assessments in driving business continuity growth, using the Business Resilience Navigator as a framework. You’ll learn how assessing the seven core essentials and three core functions can help your organization focus on what matters most, close gaps, and build a robust, integrated resilience program. What is the Business Resilience Navigator? It is a maturity assessment framework designed to evaluate an organization’s capabilities across seven core essentials and three core functions: Core Essentials: Leadership – Executive commitment and governance structure. Awareness – Employee understanding of resilience policies and their roles. Structure – Defined frameworks, policies, and organizational alignment. Collaboration – Cross-functional cooperation and information sharing. Metrics – Measurement and monitoring of resilience performance. Governance – Oversight, accountability, and compliance with standards. Assessments – Regular evaluations to identify gaps and track progress. Core Functions: Crisis Management – Immediate response and decision-making in disruptive events. Business Continuity – Ensuring critical functions continue during disruptions. Disaster Recovery – Restoring IT systems, data, and technology infrastructure. By evaluating your organization against these ten areas, this assessment tool provides a comprehensive view of your resilience maturity and highlights opportunities for improvement. Why Maturity Assessments Matter Maturity assessments are more than diagnostic tools, they are strategic enablers that drive meaningful progress. Here’s why they’re essential: They Offer a Holistic View They assess all critical aspects of resilience, ensuring nothing is overlooked. Whether it’s leadership engagement, recovery capabilities, or employee awareness, you’ll understand where your organization excels and where it needs attention. They Prioritize Action By identifying maturity levels across essentials and functions, assessments highlight the areas that can have the most significant impact. For example, if collaboration is weak, enhancing it might unlock efficiencies across multiple departments. They Justify Investment Data-driven insights from a maturity assessment can make a compelling case for increased resources or funding, especially when aligned with the organization’s goals and risk appetite. They Enable Benchmarking and Growth Assessments not only measure your current state but also provide a benchmark for future evaluations. Regular assessments track progress over time, ensuring continuous improvement. They Align Resilience with Strategy By connecting resilience maturity with organizational goals, assessments ensure that BC efforts are not just tactical responses but strategic priorities. Breaking Down the Core Essentials and Functions The Business Resilience Navigator evaluates ten critical areas that together form the foundation of a resilient organization and are detailed below. While other maturity assessments may include additional areas, such as Information Security, the Navigator provides a comprehensive approach to resilience evaluation. Core Essentials Leadership – The commitment of executives to resilience and the presence of a clear governance structure to guide decisions and support continuity efforts. Awareness – The extent to which employees understand resilience policies, their roles in disruptions, and the importance of preparedness throughout the organization. Structure – The existence of well-defined frameworks, policies, and alignment within the organization to ensure consistency and clarity during disruptions. Collaboration – The degree of cross-functional cooperation and communication that enables departments to work together effectively during and after disruptions. Metrics – The use of measurable indicators to track the performance and effectiveness of resilience efforts, ensuring informed decision-making and accountability. Governance – Oversight mechanisms that ensure resilience activities align with organizational goals, industry standards, and regulatory requirements. Assessments – The practice of regularly evaluating and refining resilience capabilities to identify gaps, measure progress, and adapt to evolving risks. Core Functions Crisis Management – The organization’s ability to respond effectively to crises through clear leadership, defined roles, and coordinated actions to mitigate immediate impacts. Business Continuity – The planning and execution of strategies to maintain critical operations and deliver on organizational commitments during disruptions. Disaster Recovery – The restoration of IT systems, data, and technology infrastructure after disruptions to minimize downtime and ensure operational stability. Conducting an Assessment A maturity assessment begins with defining the scope of the evaluation, gathering input from key stakeholders, and applying a clear framework to measure your current state. This process involves reviewing policies, processes, and performance across your resilience efforts, assigning maturity levels to each area, and analyzing results to identify trends and weaknesses. The outcome is a roadmap for improvement that guides your organization toward greater preparedness and strategic alignment. Follow these steps to conduct a thorough maturity assessment: Define Scope Decide whether to assess the entire organization or focus on specific areas (e.g., IT, supply chain). Gather Input Collect data, in a workshop preferably, from stakeholders across departments, including executives, team leads, and employees. Score Maturity Levels Use the Navigator’s maturity scale (e.g., Initial, Defined, Managed, Compliant, Optimized) to evaluate each area. Analyze Results Look for patterns and gaps. For example, you might find strong leadership engagement but low employee awareness and determine that you need to effectively communicate your business continuity program across the organization. Create a Roadmap Prioritize improvements in critical areas. For instance, improving collaboration may enhance both crisis management and business continuity. Monitor Progress Reassess regularly to track improvements, adapt to changes, and maintain momentum. Putting Assessment Results into Action A maturity assessment is only as valuable as the action it drives. Here’s how to turn insights into outcomes: Focus on quick wins that demonstrate progress and build momentum. Use data from the assessment to secure leadership buy-in and funding. Share results across the organization to build a culture of resilience and engage employees in the improvement process. Conclusion Maturity assessments, such as the Business Resilience Navigator , provide a structured approach to evaluating and improving your organization’s resilience. By focusing on critical components tailored to your program—whether that’s leadership, awareness, crisis management, or disaster recovery—you can identify gaps, prioritize enhancements, and build a more cohesive and effective business continuity program. This flexible framework ensures that resilience efforts are aligned with your organization’s unique goals and needs, paving the way for a stronger, more adaptable future. In the next blog, we’ll explore how an Executive Business Impact Analysis can align continuity efforts with your organization’s strategic priorities, driving even greater value from your resilience initiatives.

Introduction What makes a genuinely resilient organization? Is it the ability to recover quickly from disruptions or is it about preventing disruptions in the first place? The answer lies somewhere in between. Resilience is not just about bouncing back; it’s about building a framework that ensures continuity, adaptability, and strength under pressure. In this blog, we’ll explore the key components of a modern business continuity program and how they come together to create a resilient organization. From crisis management to operational resilience, these building blocks form the foundation for thriving in an uncertain world. The Core Elements of a Modern BC Program A balanced business continuity program consists of several integrated components. Each plays a vital role in supporting the organization’s ability to withstand disruptions and recover effectively. Let’s break down the essentials: Crisis Management: Preparing for the Unexpected Crisis management focuses on coordinating an organization’s response during a disruptive event. It’s about making timely, informed decisions under pressure to minimize the impact on people, operations, and reputation. Key practices include: Clear Leadership Roles – Establishing a crisis management team with defined roles and responsibilities. Crisis Communication Plans – Ensuring transparent and timely communication with stakeholders, employees, and customers. Scenario Planning – Anticipating, via threat assessments and historical data, various disruption scenarios to test and refine your response. A strong crisis management plan ensures that when the unexpected happens, the organization responds quickly, decisively, and effectively. Disaster Recovery: Safeguarding Critical Systems Disaster recovery (DR) is focused on restoring IT systems, data, and technology infrastructure after a disruption. As organizations continue to heavily rely on digital processes, DR has become more critical than ever. Steps to strengthen DR: Backup Systems – Regularly backing up critical data and systems to minimize data loss. Redundant Systems – Implementing failover systems to maintain operations during outages. Testing and Drills – Conducting regular DR tests to identify vulnerabilities and improve response times. Disaster recovery isn’t just an IT concern, it’s a cornerstone of operational resilience that every department depends on. Business Continuity: Keeping Operations Running While crisis management deals with the immediate response and DR focuses on technology recovery, business continuity (BC) ensures that the rest of the organization can continue operating during and after a disruption. Key components of BC include: Business Impact Analysis (BIA) – Identifying business functions, determining their criticality, and identifying critical dependencies (applications, vendors, etc.) to prioritize recovery efforts. Recovery Strategies – Developing plans (step-by-step or even high level recovery) for restoring critical operations within acceptable timeframes. Cross-Departmental Collaboration – Ensuring functions and dependencies work together to maintain continuity, from supply chain to customer service. Effective BC ensures that no matter the disruption, the business can continue delivering value to its customers. Operational Resilience: Adapting to Change Operational resilience is a broader concept that goes beyond recovery, it’s about embedding flexibility and adaptability into day-to-day operations. It ensures that the organization can handle both expected and unexpected changes without significant disruption. Building operational resilience involves: Flexible Processes – Designing workflows that can adapt to disruptions or changes. Vendor and Supply Chain Resilience – Identifying alternative suppliers and mitigating risks in the supply chain. Employee Engagement – Equipping employees with the skills, tools, and knowledge to adapt to changing conditions. By embedding resilience into daily operations, organizations can prevent many disruptions from escalating into crises. Integrating the Building Blocks Crisis management, disaster recovery, business continuity, and operational resilience are not standalone efforts. They are interconnected and must work together to create a comprehensive resilience framework. Here’s how to integrate them effectively: Leadership Alignment – Ensure senior leaders understand the interdependencies of these components and actively support integration. Unified Planning – Use tools like maturity assessments to identify gaps and prioritize improvements across all areas. Technology Enablement – Leverage tools like third party resilience software or Power Apps to centralize efforts, improve collaboration, and streamline data management. Integration ensures that each building block supports the others, creating a resilient organization that is greater than the sum of its parts. Why Alignment with Business Goals Matters To be effective, these building blocks must align with your organization’s goals and priorities. Resilience isn’t one-size-fits-all, it needs to reflect your company’s mission, culture, and values. For example: A financial institution may prioritize cybersecurity and regulatory compliance. A healthcare organization might focus on patient safety and uninterrupted care delivery. A manufacturing company may need to ensure supply chain continuity. By aligning resilience efforts with business objectives, you ensure that resilience becomes a strategic enabler rather than a standalone function. Conclusion Resilience isn’t built overnight, and it doesn’t come from one component alone. It’s the result of thoughtful planning, integration, and alignment across multiple areas of the organization. By focusing on these building blocks, crisis management, disaster recovery, business continuity, and operational resilience, executives can create a framework that not only withstands disruptions but also drives long-term success. In the next part of this series, we’ll explore how to measure the effectiveness of your business continuity efforts and how maturity assessments can guide your organization’s path to resilience. Stay tuned for actionable insights to take your BC program to the next level.

Introduction The world of business continuity has evolved, and so should our approach to it. BC isn’t just about responding to disasters or keeping the lights on during a crisis, it’s a powerful, strategic tool that can drive growth, enhance trust, and even open new doors for a business. When BC is done right, it becomes a competitive advantage that builds resilience in every part of the organization, creating value and setting it apart. This post explores why executives should view BC as a strategic advantage and outlines how to integrate resilience into the organization’s core values and strategy. Outgrowing the ‘Insurance Policy’ Mindset For too long, BC has been viewed as an insurance policy for worst-case scenarios; plans and policies to turn to when things go wrong. While that’s still part of it, this approach misses the bigger picture. Effective BC is about more than disaster recovery. It’s about building proactive resilience and creating a foundation that not only withstands disruptions but thrives despite them. To harness the full power of BC, there are a few key mindset shifts: Make Resilience Part of Your Brand – Stakeholders today value reliability. By prioritizing BC, you’re sending a message to clients, stakeholders, partners, and employees that they can trust your organization to handle the unexpected. See Continuity as a Growth Enabler – When a company can manage risk effectively, it can pursue opportunities that others might shy away from. Use BC to Build Trust – A mature BC program signals to stakeholders that you’re not just focused on short-term gains but are serious about long-term stability and reliability. 1. Aligning Business Continuity with Corporate Strategy To maximize BC’s value, it’s important to align it with the company’s broader strategy. This alignment doesn’t just mean responding when something happens; it means making BC a proactive part of your business planning and growth. BC Should Support Business Goals – Make sure BC aligns with the company’s core objectives. For instance, if you’re focused on customer experience, continuity plans should prioritize fast recovery to minimize disruptions that could affect customers. Use BC to Expand Your Business Comfort Zone – Some opportunities come with risk. A strong BC program can help executives assess these risks, allowing the company to expand into new markets or take on complex projects with confidence. Make Resilience a Core Value – When resilience is embedded in your business culture, BC becomes everyone’s responsibility. This kind of culture shift promotes proactive problem-solving and ensures that everyone is invested in the organization’s stability. 2. Demonstrating BC’s Value to Stakeholders Executives often need to justify BC investments to stakeholders who may not see it as a necessity. Highlighting the real, strategic benefits of BC can help ensure that it’s seen as a smart, long-term investment. Show How BC Enhances Trust – In today’s world, customers expect and demand companies to deliver, even when things go wrong. A mature BC plan is a way to reinforce this promise, strengthening customer loyalty by ensuring they can rely on you. Position BC as a Differentiator – In competitive markets, BC can set you apart. Many clients, especially in high-stakes industries, prefer to work with organizations that have a proactive approach to risk management. Quantify the Benefits of BC – Use data to show BC’s financial impact whenever possible. Measure the costs avoided from potential disruptions or highlight productivity gains from reduced downtime. By putting numbers to BC, you help stakeholders see it as an investment with real returns. 3. The Role of Leadership in Making BC a Priority For BC to become a strategic priority, it must have buy-in from the top. Executives play a critical role in setting the tone and showing that resilience is a priority across the organization. Here’s how leaders can make a difference: Encourage Cross-Functional Collaboration – Effective BC involves multiple departments, including IT, HR, operations, and finance. Promoting collaboration between these teams ensures that BC strategies are well-rounded and comprehensive. Conduct Regular Assessments and Report Progress – Regular assessments of the company’s resilience maturity can help identify gaps and areas for improvement. Sharing these insights with stakeholders shows transparency and a commitment to continuous improvement. Include BC in Public Communications – When BC is part of annual reports or investor calls, it signals that the organization takes resilience seriously, making it clear that BC is part of the company’s DNA. 4. Leveraging BC as a Competitive Advantage A strategic approach to BC does more than mitigate risks, it helps you stand out from competitors. Businesses that can effectively manage disruptions have a significant edge over those that can’t. Here’s how BC can give you an advantage: Preparedness as a Market Edge – Organizations with strong BC programs tend to win more contracts and build more partnerships. In many industries, clients and investors prioritize resilience when choosing partners, especially when the stakes are high. Operational Flexibility – BC fosters adaptability. With a solid continuity strategy, companies can respond quickly to changes, pivot in response to disruptions, and even adjust to market shifts. This flexibility is invaluable in today’s fast-moving business landscape. Protecting Brand Reputation – A strong BC plan minimizes the impact of disruptions, reducing the risk of negative publicity and reputational damage. Organizations that bounce back quickly are more likely to maintain positive relationships with customers and come out stronger after a crisis. 5. Building a Culture of Resilience and Innovation True resilience isn’t just about surviving crises, it’s about using them as opportunities to improve and innovate. By creating a culture of resilience, executives can build an environment where challenges inspire new ideas and solutions. Here’s how to get there: Promote a Growth Mindset – Encourage your teams to see challenges as chances to learn and grow. This mindset turns crisis response into a proactive approach where employees actively look for ways to make the company stronger. Recognize and Reward Resilience – Recognize employees who contribute to resilience, whether they’re mitigating risks, streamlining processes, or innovating under pressure. Celebrating these efforts reinforces the value of BC across the company. Encourage Continuous Learning – Regular debriefs after exercises or real events help capture valuable lessons. This continuous feedback loop ensures the organization keeps evolving and improving its resilience practices. Conclusion: Making Resilience a Competitive Edge In a world where disruptions are the norm, resilience is no longer optional, it’s essential. When BC becomes a core part of the business, it helps organizations not just survive but thrive, creating a foundation for growth and competitive advantage. By integrating BC into your company’s values and strategy, you position your organization to not only weather disruptions but to emerge from them stronger, more trusted, and more competitive than ever. This is the ultimate goal of modern business continuity: to turn resilience into a source of strength that supports long-term success. In Part 3, we’ll dive into the essential components that make up a modern business continuity program. From crisis management and disaster recovery to operational resilience, we’ll explore each element’s role in building a well-rounded strategy. We’ll look at how these pieces work together and why alignment with your organization’s goals is crucial. This guide will help you understand how to create a resilience framework that supports both stability and growth.

Introduction The business landscape has undergone a seismic shift in recent years. Globalization, digitalization, and rising customer expectations have redefined how organizations operate. At the same time, businesses face various disruptions, from natural disasters to cyber threats to global pandemics. In this environment, traditional approaches to business continuity (BC) no longer suffice. Executives must promote a new perspective on BC that integrates resilience into the fabric of the organization. This post explores why the old ways of managing business continuity need to evolve and introduces a fresh approach that views BC as a proactive, value-generating discipline rather than merely a set of reactive protocols. The Limitations of Traditional Business Continuity Historically, business continuity has been treated as a "just-in-case" measure, dusted off (literally) when disaster strikes. This approach often results in BC functions being underfunded, siloed, or seen as an operational afterthought rather than a strategic imperative. The traditional focus on recovery rather than resilience has led to several limitations, such as: Reactive Mindset: Focused on response rather than prevention or risk reduction. While this approach can mitigate immediate impact, it often ignores the opportunity to prevent disruptions in the first place. Traditional BC Focus: Traditional BC planning often takes a broad approach, assessing every function within the organization rather than prioritizing those with the greatest potential for negative impact. While this method provides comprehensive coverage, it can lead to resource-intensive plans that overlook the unique needs of critical functions, risking slower response times and less effective recovery for the organization’s most vital operations. Minimal Engagement from Leadership: BC rarely involves senior leadership in the process and therefore executive engagement has been limited. This lack of executive engagement diminishes BC's visibility and can result in underinvestment and poor strategic alignment. Underestimation of Non-Traditional Threats: Traditional BC strategies are often focused on “loss of” events (facility, employee, internal dependency, vendor) and tend to have a low level of detail. This approach can overlook the rising risks of cyber threats, reputational crises, and disruptions in supply chains, leaving organizations vulnerable to impacts that fall outside traditional BC planning. Why Today’s Environment Demands a New Approach In a rapidly evolving business landscape, the limitations of traditional BC approaches have become glaringly evident. Consider the complex challenges organizations now face: Digital Transformation: As companies become more digital, they rely heavily on data and digital processes, making them vulnerable to data breaches, IT failures, and cyber-attacks. A single cybersecurity incident can have ripple effects across every department and function. Cybersecurity teams rarely collaborate with other resilience functions, such as BC, which can potentially lead to undesirable outcomes during an incident. Global Interconnectivity: With global supply chains and 24/7 operations, disruptions in one part of the world can lead to downstream impacts elsewhere. Events that might once have had a limited effect on business can now have global implications. Increased Stakeholder Expectations: Customers, employees, regulators, and investors expect companies to be resilient and reliable, regardless of external disruptions. An inability to meet these expectations can erode trust and damage brand reputation. Rising Frequency and Severity of Crises: From extreme weather events to global health crises, the frequency and severity of unexpected disruptions are increasing. A rigid, outdated BC plan will likely prove inadequate when a true crisis hits. Given these challenges, executives must reframe BC as a proactive, value-adding discipline that not only mitigates risks but also supports long-term growth and stability. Reframing Business Continuity as a Proactive Strategy To build a resilient organization, BC needs to shift from reactive to proactive. Here’s how executives can start this transformation:  Integrate BC into Strategic Planning: BC should be treated as a core component of the organization’s strategic planning process, rather than a standalone department. Executives can set the tone by embedding resilience goals into company objectives and aligning BC initiatives with business growth targets. This integration requires cross-functional collaboration, bringing together IT, finance, HR, operations, and other departments to ensure continuity strategies are comprehensive and adaptable. Focus on Resilience, Not Just Recovery: Resilience goes beyond recovery. A resilient organization has the capability to anticipate, absorb, adapt to, and rapidly recover from disruptions. To foster resilience, organizations should adopt adaptive policies and practices that allow them to thrive in a constantly changing environment. This involves building flexibility into processes, systems, and supply chains so that the organization can withstand a range of disruptions without a significant loss in performance. Leverage Technology and Data: Today, advanced analytics, artificial intelligence, and automation provide new opportunities for proactive continuity management. For example, predictive analytics can help identify potential vulnerabilities in supply chains, while automation can streamline recovery processes. Executives should prioritize investments in technology that enhance visibility across the organization, enabling them to spot potential risks early and make informed, real-time decisions. Expand the Scope of Business Continuity: A modern BC approach includes not only physical crises but also reputational, financial, and cybersecurity risks. By broadening the scope of continuity planning, executives can ensure they are prepared for a wider range of challenges. This expansion of scope also involves recognizing soft risks, such as workforce resilience and mental health, which can significantly impact productivity and organizational health. Engaging Leadership and Building a Culture of Resilience A successful transformation of BC requires active involvement from leadership and a shift in organizational culture. Executives play a critical role in creating a culture of resilience where BC is everyone’s responsibility, not just the job of a single department. Here’s how leaders can champion this shift: Lead by Example: Executives can demonstrate their commitment to BC by actively participating in resilience training and exercises, setting the standard for the rest of the organization. Invest in Training and Development: Resilience is built from within. Providing employees with the knowledge and tools to respond to disruptions empowers them and strengthens the organization’s response capacity. Promote Open Communication: Encourage employees to report potential risks, share lessons learned from past incidents, and offer ideas for improvement. An open communication culture helps the organization continually refine its BC strategy. Reward Resilience Thinking: Recognize and reward employees who contribute to resilience-building efforts. This can reinforce the importance of BC as a shared responsibility and motivate others to contribute. Conclusion: From Cost Center to Strategic Asset The traditional approach to BC no longer meets the demands of today’s fast-paced, interconnected business world. By rethinking BC as a proactive, integrated discipline, executives can unlock new value and resilience for their organizations. This transformation not only positions the organization to better withstand disruptions but also enhances trust among customers, partners, and stakeholders. In subsequent posts, we’ll dive deeper into how executives can reposition BC as a strategic advantage, exploring topics like leveraging maturity assessments, conducting executive-level Business Impact Analyses, and aligning continuity goals with business objectives. The journey to building a resilient organization begins here—with a fresh perspective on what business continuity can and should be.

In sports, we’re used to hearing about coaches getting fired after a few tough losses or an “underwhelming” season. Erik ten Hag’s recent departure from Manchester United is the latest in a long line of such sackings. United has been caught in a cycle of managerial changes since Sir Alex Ferguson retired in 2013, each time hoping the next coach will bring back their glory days. But there’s a bigger question here: does this revolving door of leadership really work, or does it disrupt potential, prevent any sort of cultural foundation, and ultimately erode resilience? As someone who works in business resilience and continuity planning, I see a lot of parallels here. Just as in sports, businesses often get caught up in immediate results, tossing aside new leaders or strategies when they don’t yield fast success. But if we’re serious about building organizations that can handle adversity—whether it’s a changing market, a new business challenge, or even a full-blown crisis—we need to invest in resilience. And resilience doesn’t happen when we’re constantly hitting reset. Erik ten Hag and the Costs of Short-Term Thinking Take Erik ten Hag at Manchester United. He came in with a clear vision: discipline, hard work, and a strategic approach. But, as in business, transforming an organization takes time. United’s leadership seemed to expect instant results, and with the pressure on, ten Hag didn’t get the chance to really build. The same thing happened with David Moyes, Louis van Gaal, José Mourinho, and Ole Gunnar Solskjær before him. These managers were brought in with a mission but faced such an onslaught of expectations that they barely had time to get their footing. When we look at it from a resilience perspective, that’s a recipe for failure. You can’t build a sustainable, adaptable team without letting a leader establish a foundation. How Organizational Resilience Relies on Stability in Leadership In the business world, organizations can face a similar fate. When a new leader comes in, they often need to establish a culture, align the team, and set long-term goals that withstand day-to-day pressures. The first few months may be rocky, even disappointing. If companies start panicking at the first dip in results, they’re missing the big picture. The organization remains in a perpetual state of “startup mode,” constantly reacting and pivoting, rather than creating the resilience that comes from consistent leadership and steady direction. The biggest sports icons and coaches show us what happens when leaders are given the chance to weather storms. Learning from Legends One of the greatest examples of resilience in leadership is Bear Bryant. When he started at the University of Alabama, he wasn’t immediately successful. It took him years to shape the culture, discipline, and high standards that eventually led to six national championships. Alabama didn’t throw in the towel because of a few rough seasons. Instead, they believed in his vision, allowing him to build the infrastructure that could withstand setbacks and come back stronger. Jurgen Klopp offers a modern example with Liverpool. When he took over in 2015, Liverpool was far from the powerhouse it is today. Klopp needed time to get the team to buy into his philosophy — “gegenpressing,” or intense counter-pressing, which demands an all-out team commitment. The results didn’t come right away, and there were some tough losses along the way. But Liverpool’s management believed in him and gave him the support to see his vision through. Within a few years, Klopp led Liverpool to its first Premier League title in 30 years and a Champions League trophy. Then there’s Mike Tomlin of the Pittsburgh Steelers. Since 2007, Tomlin has been navigating one of the toughest leagues in sports, enduring roster changes, injuries, and every kind of high-pressure situation imaginable. But Tomlin’s calm, steady approach and the Steelers’ long-term support have created a level of stability few teams can match. The organization trusted him through the ups and downs, allowing him to establish a culture where players buy into something bigger than themselves. The “Quick Fix” Trap Whether in sports or business, chasing quick fixes often leads to a pattern of diminishing returns. Companies might switch out leaders or adopt a new “game-changing” strategy when results lag, but that constant churn can chip away at morale, culture, and even long-term value. It’s a lot like constantly rearranging the furniture without ever upgrading the foundation. If you keep changing the people at the helm, you’ll never have a chance to establish the resilience needed to handle disruptions effectively. Business resilience, like a championship team, isn’t just about one big moment or a clever strategy. It’s about creating a culture that can absorb setbacks, adapt, and come back stronger. It means trusting the process, trusting leadership, and allowing time for new strategies to take root. What Organizations Can Learn from Resilient Coaches So, what’s the takeaway? Here are some insights businesses can draw from resilient leaders like Bryant, Klopp, and Tomlin: Allow Time for Growth: Leaders need time to get a sense of the organization’s strengths and weaknesses. Companies that allow this will find that leaders are better equipped to develop strategies that can withstand challenges rather than merely reacting to them. Build a Strong Culture: Culture isn’t created overnight. It’s shaped by consistency, clear values, and a long-term commitment to a vision. Whether it’s Klopp’s relentless, “all-in” energy or Tomlin’s calm, steady approach, the culture these leaders established set the foundation for sustainable success. Value Resilience Over Immediate Results: The best teams in sports and business are the ones that can bounce back from a loss or a bad quarter because they’re not constantly looking over their shoulders. When you foster resilience, you’re equipping the organization to handle whatever comes its way without panicking. Invest in Trust and Transparency: Just as players and staff buy into a coach’s philosophy when they believe the organization supports it, employees in a business will buy into a leader’s vision when they feel secure. A company that invests in trust—by standing by its leaders—reaps the rewards in loyalty, productivity, and engagement. Resilience Isn’t Built Overnight Organizations—just like sports teams—sometimes need to step back and look at the bigger picture. Rushing to change leadership at the first sign of trouble usually causes more harm than good. Resilient leaders like Klopp, Tomlin, and Bryant remind us that success isn’t always instant, and that greatness takes time. By committing to the process and supporting leaders through tough times, organizations can build the resilience they need to thrive. So, as we look at the latest round of managerial sackings, perhaps we should be asking not who’s next, but how we can support our leaders and give them the chance to build something lasting. After all, resilience is about more than just surviving—it’s about coming back stronger, no matter what challenges lie ahead.