globalization: becoming a global business continuity leader

Globalization: Becoming a Global BC Leader

Bryan Strawser, MBCP, MBCI, CISSP, CEMPrincipal Consultant & CEO

Opening Questions

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Let’s set the stage for our discussion this morning

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• How many of you have only ever worked in the United States?

• How many of you currently have international responsibilities?– Which countries?

• For those of you that have had to work internationally, what are your challenges?

Arab Spring - 2011

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Cairo, Egypt


New York Times – April 2013

India Times – April 2013

Business Environment

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Example: Bangalore (Karnataka), India


• Growth• Retention & Pay• Traffic• Transportation for “Lady

Workers”• Political Strife• Previous military experience• Highly protectionist

– Ex: FDI in Retail• Third Party Risk

– Ex: Power, Fuel, Water

Cultural Example: India

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Business Culture and Etiquette Matters


What Westerners think about Indians What Indians think about Westerners

• Polite, but indirect• “No” is difficult, always say “Yes”• Unreliable• Dependent on others• Not open to problems / challenges• Passive, need clear instructions

• Quality-oriented• Cold, aggressive, brutally direct• Serious with no sense of humor• Reliable, punctual• Perfectionists, dedicated to work• Poor work-life balance (vacation)

Indian Values Core Western Values

• Strong, collectivistic, people-oriented society

• Family• Hospitality• Spirituality• Respect for Elders• Dependability

• Primarily an individualistic task-oriented society

• Punctuality• Orderliness• Quality• Individuality• Education

Case Study: India - Ayodhya Verdict

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Arguments began in 1850


Case Study: India – General Strike

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Two major strikes in 2010


Integrating an Acquisition

• What is your company’s business strategy for this acquisition?– Standalone– Integrate & absorb– Acqui-hire

• Absorbing an existing Business Continuity Program– Reporting relationships– Governance– Common process

• Culture Clash– Can create a significant disruption to any

integration effort

• It may be necessary to take the long view of an integrated effort

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Unique Challenges


Global Leadership

• Traveling to visit local team– Get off the beaten path and

explore– Consider staying a few extra

days to learn more about local culture, sights, business, and government

• Meet with your local peers from other companies– How are they addressing the

challenges that you are facing?– How are they integrating with

their US or HQ based teams?

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Expanding your worldview


Belur Temple - India

Working Together

• Time-zones– Be respectful of the work/life

balance of all teams

• Collaboration Technology– Online Sharing: WebEx, Adobe

Connect, GoToMeeting– Video Conferencing

• Cisco’s Tele-Presence

– Document Sharing• Microsoft SharePoint

• Managing Perception– Take the time to educate your boss,

peers, and stakeholders– Your schedule will likely be different

over time

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Collaborating across borders


Expanding Governance Globally

• Steering Committee– Expansion to include

international leaders

• A split governance model may be appropriate for a period of time– Enterprise: Overall governance– International Division: local

governance

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International leaders must have a presence in your governance process


Talent Processes

• Growing global talent within an organization– Deliberate global assignments– Ex-Patriates (ExPats)

• Education– Local college or university– Language courses– Local ExPat / cultural groups

• Networking– Meet with others in similar roles

with global responsibilities

• Encourage your peers

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Growing globally-aware leaders


Global Standards

Business Continuity• ISO 22301 (formerly BS25999)• NFPA 1600• ASIS Business Continuity Management Standard• ASIS SPC.1: Organizational Resilience

US Government• Federal Continuity Directives (FCD 1 / FCD 2)• Continuity Guidance Circulators (CGC 1 / CGC 2)

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Business Continuity and Emergency Management


• Formerly BS25999• Adopted globally in 2012• Intersects with other ISO

Standards– Ex: ISO 27001

• Establish and maintain a Business Continuity Management System

• Accreditation• Certification

– Implementer / Lead– Auditor / Lead

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ISO 22301:2012Societal Security – Business Continuity Management Systems


Professional Certifications

Business Continuity• Disaster Recovery Institute International

– Associate Business Continuity Professional (ABCP)– Certified Business Continuity Professional (CBCP)– Master Business Continuity Professional (MBCP)

• Business Continuity Institute– Member, Business Continuity Institute (MBCI)– Fellow, Business Continuity Institute (FBCI)

• Business Continuity Management Institute (Singapore)– Multiple certifications

Emergency Management• International Association of Emergency Managers

– Associate Emergency Manager (AEM)– Certified Emergency Manager (CEM)

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Business Continuity and Emergency Management


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“For those who know, no explanation is needed.

For those who don’t, no explanation is possible.”

- CAPT Carroll “Lex” Lefon, USN

Contact Information

Contact Bryan:Bryan StrawserPrincipal Consultant & CEOPhone: +1-612-235-6435E-Mail: [email protected]: @bryanstrawser

Learn more about Bryghtpath LLCWebsite: www.bryghtpath.comTwitter: @bryghtpathFacebook: /bryghtpathllc

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Bryghtpath LLC


mailto:[email protected]

http://www.bryghtpath.com/

Globalization: Becoming a Global BC Leader

Bryan Strawser, MBCP, MBCI, CISSP, CEMPrincipal Consultant & CEO

globalization: becoming a global business continuity leader

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