Business continuity and resilience: a continuing conversation

Published: Thursday, 08 October 2015 08:43

Is resilience really the next big step forward for the business continuity profession? Betty A. Kildow, FBCI, CBCP, attempts to separate the hype from the reality when it comes to this controversial subject.

There are great time demands on business continuity professionals who are developing and managing programs, often to the extent that we seldom have time to stop and consider the bigger picture of where our profession stands, where we are going, and the relevancy of new developments and trends.  A case in point is the increasing interest in resilience and its relationship to business continuity management programs. 

This article is a combination of facts, opinions, and musings on the condition of BCM and also resilience, written from one person's perspective with the hope that it will initiate thought, reflection, and discussion of these two related topics. 

Things change, and generally speaking, that is a good thing. Quoting Bertrand Russell, "In all affairs it's a healthy thing now and then to hang a question mark on the things you have long taken for granted."  W. Edwards Deming made an even stronger call for change, "It is not necessary to change. Survival is not mandatory."  Over the thirty-year history of business continuity (previously business recovery) we have seen significant changes and improvements as our profession has evolved, as we have risen to the challenges of increased requirements and a growing list of risks and threats.

Think of your business continuity program and how it is changing.  Ask yourself:

Yet, blindly following a trend or adopting the latest big thing may not serve your organization well. John Luke, Jr. tells us, "Change simply for the sake of change is an abdication of leadership." It is up to us to sort out the wheat from the chaff. 

All the while, one thing remains the same.  The success of each organization ultimately depends on end customer satisfaction.  Maintaining that satisfaction requires establishing and maintaining the capability to recognize, mitigate, prepare for, manage, and recover from disruptions through an integrated enterprise-wide business continuity program.

And what of the new terms that have continued to come down the pike such as sustainability, enterprise risk management and, more recently gaining interest, resilience?  The words resilience and resilient are increasingly found in articles and presentations, as well as in the marketing for business continuity related products and services.

What is resilience? Do we know? Is it another buzzword? Is it a term du jour that we opt to latch onto?  Is it just a marketing phrase?  Or is it the next big thing?  Is your resilience the same as my resilience?  Does your organization's definition of resilience align with resilience expectations of customers and other interested parties? 

We can't see into the future and, today, the boundaries of resilience are not clearly defined.  It is not yet seen as a discipline, and seems to lack the necessary agreement among practitioners to recognize it as such. 

If we explore its meaning, we find that we have a multitude of choices from a vast array of sources. Dictionary definitions include:

re·sil·ience - noun: the ability to become strong, healthy, or successful again after something bad happens; or  ...speedy recovery from problems: the ability to recover quickly from setbacks; elasticity: the ability of matter to spring back quickly into shape after being bent, stretched, or deformed.  

To quote the World Economic Forum's Global Risks Report (2011) resilience is "...the ability of a global supply chain to reorganize and deliver its core function continually, despite the impact of external and or internal shocks to the system."

"Resilience as a concept seems to have a strong relationship with the notion of stability - a resilient organism or organization is one that remains stable (or close to stable) in the face of perturbations or is able to return to the equilibrium point quickly after a perturbation impacts upon it.” Denis Smith and Moira Fischbacher (The changing nature of risk and risk management the challenge of borders, uncertainty and resilience).

Or perhaps is resilience a new skill we must master?   "Whatever the source of a risk or disruption, what matters is how we deal with them. When surprises are the new normal, resilience is the new skill." Rosabeth Moss Kanter (Harvard Business Review, July 17, 2013).

Our professional organizations are suggesting that resilience may serve us well. "It is recognised by many in the wider resilience community that both the individuals within it, and the professional bodies representing them, will need to grow their relevant skills and develop closer links with the other related disciplines. The resilience challenge for the BC profession, is aimed at both promoting the changes needed to move the profession forward and challenging us as practitioners to develop and enhance the additional skills required to meet to achieve the resilient future." Bill Crichton, Membership director of the Business Continuity Institute and Chair of the 20/20 UK Group.

I believe that true resilience is not achieved by temporarily focusing on only the latest and greatest thing to appear on the horizon whether that be big data, supply chain risk, conflict minerals, the use of metrics, or today's hottest topic, cybersecurity.  Rather, it is considering the latest trends and findings, considering their impact on and relevance to your organization, and thoughtfully and appropriately incorporating them into your business continuity program to the benefit of the organization and its stakeholders.

So, some questions as we think about resilience:

What, then, is the relationship between business continuity and resilience? We may ask, is business continuity management a prerequisite for resilience?  One way to answer this question to is ask three questions.  Is a resilient organization:

If the response to any of these questions is yes, having a comprehensive business continuity program would seem to be a prerequisite for any organization seeking the right to identify itself as resilient.

Conversely, we may also ask, is resilience a requisite for improving business continuity capability? Consider four questions.  Does a world-class business continuity program:

If the response to any of these questions is yes, resilience would seem to be a prerequisite for continual improvement of a business continuity program.

What we may find is that the goal is actually an integration of the two. If that is the case, I believe we can likely agree on some basic principles and requirements, none of which is new to BCM:

If we opt to move toward resilience, we must begin with three all-important basic steps. First, reach agreement that resilience is a desired and achievable goal. Then, determine how the organization will define resilience. These initial steps are symbiotic. You may first determine that resilience is a goal, then define resilience for the organization, then, based on the agreed-upon definition, reaffirm that resilience is still the desired goal. Alternatively, defining resilience may be your first step.

Once that is done, the third critical step is to ensure that the selected definition of resilience is understood and applied uniformly throughout the organization.

Following are six steps that lead to resilience. If, as you read the details of these steps, you find yourself thinking that there isn't much here that is earthshattering or new.  You are correct.  The steps are not momentous; they are the reapplication of business continuity best practices. Like continuity, resilience requires a coordinated, preemptive, and innovative business-based approach.

1. Proactively identify and manage all risks

2. Make continuity / resilience part of strategic planning

3. Have comprehensive plans - and permission to go off-book

4. Consider the value of a standard that addresses continuity and risk

5. Build a program not just to continue but to advance and improve - even when disaster strikes

6. Create a culture that promotes resilience

As with any initiative or program there are five important steps to developing an enhanced business continuity program and/or organizational resilience:

Business continuity is not broken, becoming extinct, or falling by the wayside.  It is simply continuing to evolve, grow, and improve.  Things change, and our profession, like species, to survive and become more robust, must continue to learn, adapt, and adjust.  The goal must be to continue to evolve and morph and perhaps at some point in the future, even be absorbed by a more all-encompassing, universally recognized and accepted approach to managing all threats to the health and well-being of our organizations.

I believe that we need to continue to be creative, thoughtful, and open to considering new approaches.  Keep in mind what business continuity was at its inception and what it is today. While it is not prudent to react to and act on each new idea that comes along, to continue to better meet the needs of a rapidly changing world and global business environment, exploration of new and perhaps contrary suggestions is essential.  Heed the warning of American humorist and writer Will Rogers, "Even if you're on the right track, you'll get run over if you just sit there."

Resilience will not be the last next big thing.  Be ready to consider whatever may come along next and what role it may play in your BCM program.  For me, a more immediate consideration is whether to change my title to Business Continuity Management & Resilience Consultant, Trainer, Speaker, Author.

The author

Betty A. Kildow, CBCP, FBCI, is Principal of Kildow Consulting in Lebanon, Indiana, and author of A Supply Chain Management Guide to Business Continuity. She can be contacted at