responding to the resilience challenge
TRANSCRIPT
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The BCI The world’s leading institute for business continuity
Bill Crichton FBCI – Chair of the BCI 20/20 UK Group
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What is the BCI?
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• Founded in 1994, a Member-Owned, Not-for-Profit Professional Association of Business Continuity Professionals
• A global membership and certifying organization for business continuity professionals
• Over 8,000 members in more than 120 countries working in an estimated 3,000 organizations in the public and private sectors
• We stand for excellence in the business continuity profession • Our certified grades provide unequivocal assurance of
technical and professional competency
www.thebci.org
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BCI 20/20 UK Think Tank
Responding to the resilience challenge
www.thebci.org
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• Since its inception, the goal of the Business Continuity Institute has been to promote a more resilient world, and with so much attention being placed on resiliency in recent years, never has this goal been more pertinent.
• When the Institute celebrated its 20th anniversary in 2014, the focus was not on our past achievements, it was on our vision of the future.
• From that vision emerged the 20/20 Think Tank, a group of Thought Leaders from across the discipline with a passion to drive it forward and fine tune it in order to meet the needs of the future.
A Resilient Future
www.thebci.org
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• The regional groups that make up the 20/20 Think Tank were created to support those working in the profession by performing two main functions: – Shape the direction of the profession, and so develop the
career opportunities for those working in business continuity or resilience.
– Raise the profile of business continuity and resilience, demonstrate their value to business leaders and so get a seat at the top table with resilience embedded into organizational strategy.
A Resilient Future
www.thebci.org
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• The BCI 20/20 Think Tank is the umbrella name for a series of 20/20 Groups that have been set up worldwide.
• As a global organization, working in a global discipline, it is vital to get a global perspective.
• Current BCI 20/20 Group Chairs include:
– Bill Crichton FBCI
– Ken Simpson FBCI
– John Jackson Hon. FBCI
BCI 20/20 Think Tank
www.thebci.org
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BCI 20/20 UK Group Members
• KPMG• E&Y• PWC• Deloitte• Kings College London• UK Cabinet Office• BT
• JP Morgan• Credit Suisse• Aon• Zurich Insurance• BP• Royal Mail• Marks & Spencer
Author: Patrick Alcantara DBCI, Senior Research Associate
www.thebci.org
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20/20 UK Group White Papers
• In August 2015, the UK Group published its first White Paper - the resilience challenge for the business continuity profession - which positioned business continuity as an integral part of resilience.
• In April 2016, the UK Group published its second White
Paper – responding to the resilience challenge – which encourages business continuity practitioners to enhance their skills to provide the opportunity for them in the future to lead the resilience capability within their organization.
www.thebci.org
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Professor of Management and Marketing at Louisiana State University
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www.thebci.org
Responding to the resilience challenge
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Responding to the resilience challenge
Increasing awareness of high-level goals
Interdisciplinary and cross-functional engagement
Improved understanding of risks
Communicating better with other management disciplines
Better emphasising adaptive capacity
Developing leadership skills
BC practitioners need to engage in practices that increase their impact:
www.thebci.org
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Responding to the resilience challenge
• Understand BC’s place within Organisational Resilience• Leading a resilience practice can be a challenge for BC
professionals• Clarify how resilience features within decision making• Understand the competence, knowledge and
experience required• Develop the competence, knowledge and experience • through qualifications and training • Respond to the strategic imperative of resilience
www.thebci.org
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www.thebci.org
Towards resilience practice
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Towards resilience practice
www.thebci.org
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Towards resilience practice
www.thebci.org
AgilityCrisis leadershipEmerging risks
BrandRegulation
TrustValue creationReputation
Legal
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• Create efficiencies by harmonising efforts in different disciplines.• Influence organizations to ‘do the right thing’.• Familiarise yourselves with other management disciplines.• Engage counterparts in interdisciplinary teams. • Exercise leadership and communicate strategically.• Put resilience at the top of an organization’s agenda.
Towards resilience practice
www.thebci.org
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Competencies, knowledge and experience
www.thebci.org
• Individual practitioners: use your BC background as a foundation for understanding other management disciplines and gaining skills.
• Professional bodies: take the lead in identify key skills and recognising skills gained in different disciplines.
• Regulators: engage with practitioners and businesses to identify skills in reinforcing trust and good corporate behaviour.
• Universities: build on available literature and engage with professional counterparts to develop qualifications in resilience
• Business Leaders: management commitment is essential to developing resilience practice to better deploy corporate strategy.
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Moving towards resilience
www.thebci.org
• Senior resilience roles are likely to be technical, interdisciplinary and require high-level strategic thinking.
• Use your current background as a ‘scaffold’ for acquiring a broad range of resilience-focused information and skills.
• Respond to the challenge - build a resilient organisation
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The BCI The world’s leading institute for business continuity
Questions