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spitfire corona
Posted on By Author DSM Group Categories Business Continuity, Workplace Recovery

Work Area Recovery: Adapting to a New Era of Business Continuity

In the rapidly evolving landscape of business continuity planning, work area recovery (WAR) is experiencing a notable resurgence, albeit in a transformed and modernised format. Traditionally, work area recovery involved providing large, pre-equipped office spaces where businesses could relocate their employees in the event of a disaster. Today, however, the demand is shifting towards fewer but more dedicated positions, reflecting the changing needs and expectations of companies in a world shaped by new technological advancements and the lessons learned from recent global disruptions.

The Evolution of Work Area Recovery

Historically, work area recovery solutions were designed to cater to mass relocations, ensuring that large teams could seamlessly transition to an alternative worksite if their primary office was compromised. These facilities were equipped with desks, computers, telecommunication equipment, and other essentials to maintain business operations without significant downtime. The model was built on the assumption that proximity and physical presence were paramount to effective recovery.

However, the paradigm has shifted. Modern businesses are increasingly leveraging digital tools and remote working capabilities, which has reduced the necessity for large-scale physical relocations. This evolution is driven by several factors:

  1. Technological Advancements: The proliferation of cloud computing, virtual private networks (VPNs), and advanced communication platforms has enabled employees to work from virtually anywhere. This flexibility has diminished the reliance on traditional office environments for daily operations.
  2. Remote Work Culture: The COVID-19 pandemic accelerated the adoption of remote work practices. Companies and employees have become accustomed to working remotely, and many have discovered that productivity can be maintained or even enhanced outside the traditional office setting.
  3. Cost Efficiency: Maintaining large-scale recovery sites is expensive. By focusing on fewer, more strategic positions, businesses can optimise costs while still ensuring critical functions are supported during a disaster.

The Modern Approach to Work Area Recovery

Today’s work area recovery solutions are more targeted and efficient, emphasising dedicated positions that cater to the specific needs of critical business functions. Here are some key trends shaping this new approach:

  1. Dedicated Recovery Positions: Instead of vast office spaces, companies are now seeking smaller, dedicated areas tailored to essential teams. These positions are equipped with the necessary tools and infrastructure to support key personnel who are vital to maintaining operations during a crisis.
  2. Hybrid Models: Businesses are adopting hybrid recovery models that combine physical workspaces with robust remote work capabilities. This approach allows flexibility, enabling companies to scale their recovery efforts based on the nature and severity of the disruption.
  3. Enhanced Technological Infrastructure: Modern work area recovery sites are equipped with advanced technology, including high-speed internet, secure VPN access, and state-of-the-art communication tools. These facilities ensure that critical employees can perform their duties without interruption, even if they are away from the main office.
  4. Geographic Distribution: To mitigate risks associated with regional disasters, companies are diversifying their recovery sites across multiple locations. This geographic distribution ensures that even if one area is affected, operations can continue from another site.

The Office as a Safe Haven in Disasters

Despite the rise of remote work and technological advancements, the physical office still holds significant importance in disaster scenarios. Here’s why the office is often the place to be during a crisis:

  1. Controlled Environment: Offices are equipped with reliable infrastructure, including power backup systems, secure networks, and controlled access. This controlled environment is crucial during disasters when external resources may be compromised.
  2. Centralised Resources: Offices house critical resources, such as servers, data storage, and specialised equipment that cannot be easily replicated in a home setting. Having these resources in a centralised location ensures quick access and better management during emergencies.
  3. Collaboration and Communication: In high-stress situations, face-to-face interaction can significantly enhance communication and collaboration. The office environment fosters real-time problem-solving and decision-making, which is vital for effective disaster management.
  4. Security and Compliance: Certain industries, such as finance and healthcare, have stringent security and compliance requirements. Offices are designed to meet these standards, providing a secure environment for handling sensitive information and ensuring regulatory compliance even during disruptions.

The Role of Business Continuity Planning

The resurgence and evolution of work area recovery are closely tied to broader business continuity planning (BCP) strategies. Effective BCP involves comprehensive risk assessments, identifying critical business functions, and developing detailed recovery plans that encompass both physical and digital environments.

  1. Risk Assessment and Mitigation: Companies must conduct thorough risk assessments to identify potential threats and vulnerabilities. This includes evaluating natural disasters, cyberattacks, and other disruptions that could impact operations.
  2. Critical Function Identification: Not all business functions require immediate recovery. Identifying and prioritising critical functions ensures that resources are allocated efficiently, focusing on areas that are essential for maintaining operations.
  3. Integrated Recovery Plans: Modern BCP strategies integrate physical and digital recovery plans. This holistic approach ensures that businesses are prepared for a wide range of scenarios, from physical damage to cyber incidents.
  4. Regular Testing and Updates: Business continuity plans must be regularly tested and updated to reflect changing circumstances. This includes conducting drills, reviewing and updating contact information, and ensuring that all employees are aware of their roles and responsibilities during a disaster.

Work area recovery is making a significant comeback, but in a form that aligns with the modern business environment. The emphasis on fewer but dedicated positions, coupled with hybrid models and advanced technological infrastructure, reflects a strategic shift towards more efficient and resilient recovery solutions. The office, despite the rise of remote work, remains a critical component in disaster scenarios due to its controlled environment, centralised resources, and ability to facilitate real-time collaboration and communication.

As businesses continue to navigate the complexities of the modern world, the integration of advanced work area recovery solutions into comprehensive business continuity planning will be essential. By staying ahead of the curve and adapting to new challenges, companies can ensure they are well-prepared to maintain operations and serve their clients, no matter what disruptions they may face.

Business Continuity
Posted on By Author DSM Group Categories Business Continuity

Applying Business Continuity in Your Business: Expert Guidance from John Morton for Industry Professionals

In observance of Business Continuity Awareness Week, the spotlight on effective continuity planning has never been more intense. This focus is essential as businesses face an increasingly unpredictable global landscape. Leveraging the deep expertise of John Morton, a seasoned business continuity consultant, this article is designed for industry professionals committed to building resilient organisations. Here, we provide a detailed exploration of how to integrate robust business continuity strategies into your company’s operational blueprint.

Defining Business Continuity in Modern Enterprises

At its core, business continuity planning (BCP) prepares an organisation to maintain essential functions during and after a crisis. John Morton articulates that “true business continuity encompasses preemptive actions and strategies that ensure continued operations, irrespective of external disruptions.” Such a proactive approach is vital for protecting stakeholder interests, sustaining customer trust, and maintaining a competitive edge.

Strategic Implementation of Business Continuity

1. Comprehensive Risk Assessment and Impact Analysis

Starting with a robust risk assessment and business impact analysis (BIA) is essential, according to John Morton. “Each business must identify specific threats that could significantly impact its operations, including digital, physical, and logistical vulnerabilities,” he advises. The BIA aims to quantify the effects of various threats on operational aspects, financial performance, and corporate reputation, thereby prioritising critical areas for intervention.

2. Developing Tailored Mitigation Strategies

Once risks are identified, Morton recommends developing bespoke strategies to mitigate these effectively. Strategies might include enhancing IT infrastructure for cyber resilience, restructuring physical assets for disaster readiness, or diversifying suppliers to mitigate dependency risks. He emphasises that each strategy should align with the company’s risk profile and long-term strategic objectives.

3. Detailed Continuity Plan Development

Creating detailed business continuity plans involves outlining response procedures for various scenarios. These plans should clearly define roles and responsibilities, communication protocols, and recovery time objectives (RTOs). Morton highlights the necessity of these plans being meticulously documented and easily accessible to ensure swift and efficient responses when required.

4. Training, Testing, and Employee Engagement

Morton states, “Effective implementation of continuity plans hinges on thorough training and regular testing.” It’s crucial that all relevant personnel are not only aware of the plans but also proficient in executing their roles under different crisis scenarios. Regular drills and simulations assess the robustness of the plans and identify areas for improvement.

5. Continuous Review and Adaptation

Business continuity is a dynamic component of business strategy that requires regular updates and reviews as business environments and threats evolve. Morton advocates for a structured review process that incorporates feedback from drills, real incidents, and shifts in business operations or strategy.

John Morton’s insights provide industry professionals with a comprehensive framework for embedding resilience into their organisations. By prioritising detailed risk assessment, strategic planning, and continuous improvement, businesses are better positioned to not only withstand unexpected disruptions but also thrive amidst them. As Morton succinctly puts it, “In today’s volatile business landscape, preparedness is synonymous with success.” Through such preparedness, businesses can ensure continuity, safeguard their interests, and secure a sustainable future.

Author: John Morton

BCAWR
Posted on By Author DSM Group Categories Business Continuity

Business Continuity Awareness – Why is it important?

Business Continuity Awareness Week began this Monday, 13 May. Are you currently developing or updating a business continuity awareness programme, or brainstorming ideas for one? In this post, we will discuss how to create and deploy an effective business continuity awareness initiative and provide ideas for an engaging campaign during the week.

Business Continuity Awareness – Why is it important?

Understanding business continuity awareness is crucial. Before developing any training, it’s important to address several key questions:

  • What are our goals with business continuity awareness?
  • Who is our target audience within the organisation?
  • Which topics should we cover to ensure our audience is well-informed, and how should we deliver this content?

Often, business continuity training focuses on the need for plans and their contents. While this is appropriate for those creating the plans, it may not resonate with others in the organisation who will be impacted by the activation of these plans. Thus, training should also emphasise why business continuity is vital to the organisation, avoiding the appearance of merely promoting the business continuity function.

Key Objectives of Business Continuity Awareness The primary aim is to ensure the entire organisation is informed and prepared for the invocation of the business continuity plan. We want to guarantee that everyone knows how to stay safe and what actions to take under specific scenarios like evacuation, relocation, or building lockdown. To achieve this, we might simulate different scenarios to demonstrate the established arrangements.

Who Should Be “Business Continuity Aware”? Our programme targets the broader organisation beyond the small group managing initial incident responses. We aim to engage those who haven’t participated in the planning but will be affected by its implementation. Essentially, this programme is for non-specialists who need to understand what happens when a plan is activated and what resources are available.

What Topics Should We Cover? The success of a business continuity awareness programme hinges on content relevance. Ensure the material is pertinent by:

  • Explaining likely scenarios under specific conditions based on the organisation’s type and the plans in place.
  • Detailing how notifications of major incidents will be communicated, whether through SMS, apps, calls, etc., and using visual aids where possible.
  • Outlining expected actions upon receiving a notification, such as confirming receipt or monitoring information sources.
  • Informing where and how updates on the situation can be accessed, identifying primary contacts for updates.
  • Featuring senior management in introductions to emphasise the plan’s importance and everyone’s roles.
  • Using familiarisation elements like images or videos of recovery facilities or simulated event notifications to make the content engaging and lively.

These elements tend to drive engagement, enhance understanding of the organisation’s investment in business continuity, and improve overall preparedness.

We have developed several highly effective Business Continuity Awareness Campaigns for organisations of all sizes. Feel free to get in touch to discuss your needs with us.

Author Steve Dance

hawkernew
Posted on By Author DSM Group Categories Workplace Recovery

Navigating the Post-COVID Workplace: Resurgence, Downsizing, and the Importance of Unity

As organisations worldwide navigate the complexities of the post-COVID era, the workplace is undergoing a profound transformation. While there is a resurgence in workplace recovery initiatives, fuelled by a renewed emphasis on employee well-being and flexibility, some companies are downsizing due to the widespread adoption of remote and hybrid work models. Simultaneously, there is a heightened recognition of the importance of a cohesive team presence, particularly in emergency scenarios.

The Impact of Remote Work and Downsizing:

  1. Downsizing in the Wake of Remote Work:
    • The widespread success of remote work during the pandemic has led some organisations to reevaluate their physical office spaces. In a bid to cut costs and adapt to evolving work preferences, companies are downsizing office footprints, embracing fully remote models, or adopting hybrid work arrangements.
  2. Shifts in Company Culture:
    • The shift to remote and hybrid work has necessitated a reevaluation of company culture. Organisations are exploring innovative ways to foster a sense of belonging and collaboration among team members who may be physically dispersed.
  3. Challenges of Downsizing:
    • While downsizing may bring financial benefits, it also poses challenges such as maintaining team cohesion, preserving corporate culture, and ensuring effective communication in virtual environments.

The Role of Physical Presence in Emergency Scenarios:

  1. Emergency Preparedness and Unity:
    • One of the lessons learned from the pandemic is the importance of team unity in emergency scenarios. While remote work has proven its viability, certain situations may require a collective, on-site response. Organisations are recognising the need to strike a balance between remote flexibility and the importance of having a team physically present when urgent situations arise.
  2. Hybrid Models for Emergency Response:
    • Some companies are adopting hybrid models that combine remote flexibility with periodic in-person gatherings to enhance team cohesion. This approach ensures that teams are well-prepared to respond effectively to emergencies, leveraging the benefits of both remote and in-person collaboration.

Conclusion:

The post-COVID workplace landscape is complex, with organisations simultaneously embracing remote work, downsizing physical office spaces, and recognising the importance of a united team presence in emergency scenarios. Striking the right balance between flexibility and cohesion is key to navigating these challenges successfully. As workplace recovery initiatives evolve, companies must remain agile, adapting their strategies to the dynamic needs of the workforce and the demands of an ever-changing business environment.

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home working
Posted on By Author DSM Group Categories blog, Covid-19, Workplace Recovery

Covid-19 – Home Working v Workplace Recovery

The covid-19 pandemic was/is not a ‘normal’ disaster; a normal disaster generally affects a single company whereby it is left unable to trade (normally) and amongst other things, faces loss to its competitors.   Covid-19 affected the majority of businesses and thus competitors were also closed or subject to equally disruptive service offerings. There was hence no benefit to look for alternatives – none were available.

Home working whilst popular is beginning to show its foibles.  De-centralised working in terms of technology alone is hugely problematic and requires significant and continued investment and management;  The social aspect is the subject matter of many professional scholars with numerous articles circulating; Those relating to BC focus on the cost comparison of the increased HR + IT requirement against  that of an out-sourced BC contract;  a quote taken from a recent media posting provides a view:  “Each home has its differences, each person has their differences. Combine the two and multiply by the additional tasks needed per ‘home-working-employee’ and there you have an immense management requirement which continues almost infinitum. Each house move, each home improvement, each new employee, necessitates some employer involvement.  Even in times of economic calm, the involvement is likely to cause constant grief for the employer, throw in an unforeseen event, when it is critical that differences make no difference, and the potential for business damaging mayhem is all too apparent”

Other studies have focused on well-being and in particular mental health issues brought about by isolation which is widely publicised as being on the increase.  Managing such issues in a centralised office is demanding enough but doing so on a widespread campus of decentralised home workers is fraught with complexities for which the employer is responsible and liable. Again, the problems of management become magnified when dealing with a company-wide crisis brought about by an unforeseen event.

Lockdown closed/disrupted 99% of businesses.  Everyone became frustratingly patient – but this was because they had no choice;  In a ‘normal’ crisis – where only one or a few businesses are affected – the ‘frustratingly patient’ person no longer remains ‘as patient’ – why? Because there is choice; The businesses that are closed, risk losing business to those that are open.  This is evident when seeking to buy something as simple as a sandwich; if your normal sandwich shop is closed, you’ll go elsewhere – you won’t wait.

In a ‘normal’ crisis the first few days, leading up to the first few weeks are critical.  Decentralise people with decentralised systems and there lays a good recipe for disaster. Essentially decentralising anything creates additional tasks; and no matter how much automation or planning is engaged, it is extremely unlikely the overall tasks will ever be less or even close to those of a centralised version or error free.  Keeping tasks to a minimum (and simple) in a crisis is paramount to success. Ideally the task is singular – invoke contract and carry on with business (as normal).   Centralising as much as possible is absolutely key to a smooth transition from normal-to-crisis-to-normal.

DSM’s view:  Home working is an essential BC tool – it’s one spanner of a set – however, it isn’t a spanner that fits all. Try to make it fit all and serious damage may result.

Please note: All DSM’s positions are in-line with current UK government & WHO guidelines on Social Distancing.
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