Read Why Business Continuity Should Be At The Front Of Your Board's Business Plans To Maximise Profitability During This Global Recession.

The best directors are finally realising the benefits of designing a business continuity management system as a means of improving their commercial advantage and reassuring customers of their ability to meet contractual obligations. With business failures routinely appearing in the press, isn't it time that your organization joined them?

Business Continuity has emerged in the past 6 years as a vital constituent of top-class management for charitable and profit-making organizations of all shapes and sizes.

Increasingly we are observing significant, established organizations fail because they have failed to predict and plan for large-scale disruption and loss. So what can business owners and directors do to ensure their firm will survive in these harsh market conditions?

Thankfully there are both business continuity systems and consultants available to help business executives protect their enterprise from the gamut of hazards and threats they face; but where do you begin?

It's probably best first of all to agree as a board that business continuity is essential to your organization and then put some resources behind that decision.

With a budget agreed, you should set-out a timetable for improving your organization's resilience to disruptions and agree the range of products and services that the business continuity programme will cover to help focus the team that you appoint to build your business continuity policies, strategies and plans.

If you lack business continuity expertise at hand, you may wish to look to the marketplace for suitable providers with a proven track record in the development and implementation of business continuity management services for companies of your size.

With your team in place, you'll need to begin by clarifying your most essential products and services; the things that create most of your revenue or have the biggest impact if they are delivered or not). Most organizations find that about 20% of services produce 80% of the benefits that accrue to the organization and their customers so it's sensible to begin with these initially.

Once these critical products and services are documented the team needs to look at the teams, facilities and processes that are needed to deliver them; including the supply of raw materials, utilities, people, data and operational sites.

With the business processes documented for each important product or service, you should look for weak links within those processes and figure out how they would affect the quality of supply if they happened.

Once you realise where your business is vulnerable you can create pragmatic strategies and plans to cut-down the probability of those disruptions occurring or their impact: for example if a process depends on availability of electrical power, you might install alternative supplies from DC batteries or emergency generators.

The nature and extent of the strategies and plans you agree will be led by the importance of the product or service and your budget you may have to establish disaster response plans first to militate the disruption whilst you work on developing the degree of resilience that you require to forestall disruptions.

Often you can markedly lessen the probable loss to your organization's outputs by spending a few days thinking through the "what-ifs" so it makes evident sense to do so; whether you are driven by legislation, commercial forces or simple common-sense.

Go to it today, before damaging events make you wish you had not delayed in making decisions about putting a proper and effective business continuity management organisation in place.

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