What is the value of business continuity? That is a question those working in the profession often grapple with, certainly when attempting to justify its existence to top management. In the latest edition of the Business Continuity Institute's Working Paper Series, Dr Clifford Ferguson explores the issue of strategic value and offers a way forward by integrating business continuity into an organization’s strategic plan.
This is timely given the growing interest in resilience as a quality that allows organizations to increase their adaptive capacity to sudden shocks or long-term, incremental changes. With his work revisiting some of the models featured in existing literature, Dr Ferguson makes the case for articulating the strategic value of business continuity and its relationship to resilience.
Dr Ferguson concludes that business continuity should be both a cost saver and a strategic risk reduction tool. It cannot be independent from the corporate strategy and it should be embedded into the organizational value system.
The paper is available as a PDF after registration here.
