This webinar provides planners with practical guidance to build a Business Continuity program in any type of organization, from domestic to global. Drawing on over two decades of BC experience, Michael Lazcano will provide the tools you need for BCP success. Whether you're building a BC program from scratch or seeking to scale your program to a global presence, you'll discover valuable information that will transform your program.

1. Secrets of Building a
Business Continuity Program
Sponsored By
Emergency Notification
Incident Management

2. Sponsored by
Mission-critical Communication
Emergency Notification
Incident Management
Web-based and mobile

4. These slides are from a webinar. To view
the video of the webinar, which includes
audio, visit:
www.missionmode.com/webinars

5. Michael Lazcano
Director, Global Business Continuity
Gap, Inc.

6. Global Business Continuity
Programs
Important Considerations
for Sustained Success

7. Agenda
1. Important Considerations
2. The “shape” of your Business
Continuity Department
3. Establishing Boundaries
4. Leadership Starts with Practice
5. Summary

8. Part 1 – Important Considerations
What’s the Business Continuity’s Department
source of power?
Where will the Business Continuity
Department derive the most utilitarian value
to the organization?
Ideally – establish a short chain of command
to executive sponsor.

9. Part 1 – Important Considerations
What’s the scope of BCP’s responsibilities?
Clearly articulated expectations and direction
is key to the Department’s success:
 Mission Statement
 Objectives
 Long Range Plan

10. Part 1 – Important Considerations
To what extent and how will you identify,
use and report on risk and hazards?
To what extent will you standardize tools
and resources?

11. Part 1 – Important Considerations
Leadership within the Business Continuity
Department must understand the
organization and its culture.
It must also align Business Continuity with
the organization’s goals and objectives.

12. Part 1 – Important Considerations
A solid Business Continuity Department
within an organization demands clear
leadership.
Demonstrating Business Continuity’s value
to the organization is critical.

13. Part 1 – Important Considerations
Effective business leadership
Effective leadership during crisis

14. Part 1 – Important Considerations
Pervasive leadership is critical in all
aspects of the Business Continuity
Department’s functions.
Team leadership, development and
engagement must remain visible.

15. Part 1 – Important Considerations
 Effective Business Continuity
leadership breaks down silos
 A resilient organization is only
possible to the extent that
information is shared
 Leadership must foster
external relationships
Business
Continuity
3
Organizational
Resiliency
Business
Resumption
2
Disaster
Recovery
1

16. Part 1 – Important Considerations
 Leverage against the
company’s culture and
infrastructure
Business
Continuity
3
 You can only be present to the
Business
level that you are prepared
Resumption
 Create a culture of global
preparedness
2
A Culture of
Organizational
Resiliency
Disaster
Recovery
1

17. Part 2 – Your Department’s “Shape”
High agility
The “shape” of your
Business Continuity
Program significantly
influences its ability
to remain resilient
during crisis.
“Hybrid”
Regional
Adaptability
De- Centralized
High vulnerability Low vulnerability
Centralized
Low agility

18. Part 2 – Your Department’s “Shape”
 The use of an Incident Command Structure
significantly enhances the response capability
 Multiple Incident Command Structures support a
“hybrid” organization
 An Incident Command Structure lends itself to
“breaking down silos” across the organization

19. Part 2 – Your Department’s “Shape”
 Use a universal and scalable approach to an
Incident Command Structure
 Use simple “teams” across all Incident Command
Structures
 Create a “scalable and adaptive” response capability
 Document an Incident Command Structure’s
direction, expectations and standards

20. Part 2 – Your Department’s “Shape”
ICS – Core Team
Responsible for “first assessment” of a situation. If
necessary, they call in additional groups.
The Core Team is comprised of Incident Management,
Senior Management (Policy Making), Corporate Security,
Corporate Communication and Section Chiefs.
Incident Commander
Corporate Security
Operations
ICS – Business
Operation Team
Called by the Core Team
if necessary.
Support
Facilities
Senior Management
Policy Making
Corporate Communications
Information
ICS – Support Team
Called by the Core Team if necessary.
Finance
HR / ER
ICS – ER – HR Team
Called by the Core
Team if necessary.

21. Part 2 – Your Department’s “Shape”
 Identify standards and expectations
 Mandate drills and exercises
 Establish accountability through reporting
 Celebrate the small wins
 Support remediation

22. Part 3 – Establishing Boundaries
Must consider the organization’s:
 Culture
 Safety and security of employees
and others
 Impact to employees
 Impact to critical infrastructure
 Impact to work facilities

23. Part 3 – Establishing Boundaries
Identifying when to respond requires a
structured approach that’s consistent with
the organization’s culture or its desired
end state.

24. Part 3 – Establishing Boundaries
Structured response considers:
 Observed situation’s potential
or actual risk
 Response from the BC
Department
 Response from the Incident
Command Structure
 Response from Business Units
 Response from employees
High Response
3
2
Low Impact
High Impact
1
Low Response

25. Part 3 – Establishing Boundaries
 Perpetual vigilance
 Utilize relationships created through the
Incident Command Structure
 Utilize “leveraged” ubiquity
 Identify sources of “automatic” notifications
 Leverage the “frugal innovation:”
 Google Earth
 Overlays
 Geo-coded locations

26. Part 3 – Establishing Boundaries
Create, deploy and retain control of
centralized resources:
 Emergency notification tool
 The use of “apps”
 BCP planning tool or repository
 A comprehensive BCP hotline
 BCP conference call
Ensure demonstrated proficiency in the
use of these resources.

27. Part 4 – Leadership Starts with Practice
 Engage leadership in every aspect of Business
Continuity
 Prepare and deploy a resource guide for
members of the Executive Management Team
 Use Executive Management (executive
sponsors) during times of extreme crisis
 Demonstrate tangible and intangible value
across the organization

28. Part 4 – Leadership Starts with Practice
 Drills and exercises demonstrate proficiency specific
to the expectations established by the Business
Continuity Department
 Drills and exercises don’t have to be difficult
 Use drills and exercises to educate, assess,
remediate and improve response capability
 Use the results of drills and exercises to understand
levels of residual risk; focus on problem areas

29. Part 4 – Leadership Starts with Practice
 Collaborate with Information Technology in
support of DR exercises; include business
partner participation
 Structure end-to-end and “silo” DR exercises
 Validate assumptions created by Business
Impact Analysis

30. Part 4 – Leadership Starts with Practice
 Design every drill and exercise to force
critical thinking
 Force difficult decisions
 It’s better to err during a disaster than to
fail during a real event

31. Part 5 - Summary
 A short chain of command to your
executive sponsor is better than a long one
 Leverage against the most visible and
ubiquitous part of the organization
 The “shape” of your BCP organization
significantly influences its ability to remain
resilient during crisis

32. Part 5 - Summary
 Effective leadership is key
 Understanding the scope and possible
impact of a situation is easier when
supported by visualization tools
 An ICS is based on proven management tools
that contribute consistent and predictable
span of control and response

33. Part 5 - Summary
Leverage against the company’s culture and
infrastructure to move it towards organizational
resiliency:
 Leadership that embraces critical thinking
 Preparedness
 A well-protected workplace
 A well-informed workforce
 A part of the larger community

34. Sponsored by
Mission-critical Communication
Emergency Notification
Incident Management
info@missionmode.com
www.missionmode.com

35. Secrets of Building a
Business Continuity Program

36. Secrets of Building a
Business Continuity Program