Because nothing is more important than the safety and well-being of our attendees, faculty, exhibitors, staff, and all other involved team members, the 9th Annual Continuity Insights New York Conference originally slated for October 19, 2020, will transition to a virtual experience for this year. To meet these challenging times the event will offer a flexible schedule, with some notable sessions presented live, as well as many recorded sessions. All presentations will ultimately be available for on-demand viewing for a minimum of 60 days past the original air dates. The educational program is currently being finalized – check back for updates.
Contributing Educational Partners
9th Annual Continuity Insights New York Conference
Here are some of the confirmed sessions for the 2020 Continuity Insights New York (Virtual) Conference… More Coming!
B23: Head Office or Home Office? 7 things to consider when working from the HO
Roswitha Firth, PlainspokenBCP/KingsBridge BCP
It’s been more than 7 months and three seasons since the unexpected. Did your BCP account for the better part of a year of HO working? Regardless if HO means Home Office or Head Office, you’ve been dealing with the unexpected daily/weekly/monthly since March. When you’ve been doing BCP since 1983, your passion is making the unexpected, expected. Join us as we discuss these 7 unexpected topics and make them expected.
B22: Good to Great Business Continuity: What Some BC programs Do to Separate Themselves From the Rest
Shane Mathew, Virtual Corporation
In 2020, COVID-19 pulled the curtain back on a businesses’ vulnerabilities to a long-term disruption. The event also revealed that there is a vast difference between a mediocre business continuity program and a great one. In the similar vein of Jim Collins’ book Good to Great, we will examine if these same success factors are found in a set of elite business continuity programs that have been made the leap from good to great – defined by their ability to achieve great results, sustained over time, that are integrated into all aspects of the business and successfully navigated through the muddy waters of the pandemic. Finally, we will identify some practical steps to take to allow you to being transforming your program using the same attributes – so you can test if these are the determinants of greatness- or not.
B21: Farther Down the Path to Operational Resiliency
Doug Weldon and Megan Epperson, IHS Markit
What do REvil , Ryuk , and NetWalker have in common? Billions of dollars in illegally obtained funds and confidential data breached! Beside COVID, the biggest hazard for companies this year has been ransomware and similar malware attacks. It is no wonder why cybersecurity and recovery are top priorities for every organization in these times. This realization is pushing continuity professionals to expand their traditional scope to more strategic alignment with organizational resiliency.
New regulations and new threats are pushing organizations to regularly evaluate and effectively integrate the prevention, detection, response, and recovery capabilities. These evolving threats require a multi-disciplinary approach. We have been very successful in meeting these requirements through a unique multidisciplinary criticality/impact assessment designed to front-end multiple operational risk domains. If you are interested in how this enhancement to the traditional BIA aligns with FAIR, NIST, and ISO standards along with effectively addressing these evolving threats, then you should defiantly attend this session!
B20: Crisis Management: Creating a Resilient Workforce
Kathy Scourby, KETCHConsulting
In any business, the most important assets are people and data. Businesses cannot provide services to clients or customers without hiring talented and well qualified people and those people, in turn, want to feel that they are working in a safe, secure, and protected environment. These are the very people that can provide the first line of defense if there is a need to evacuate or shelter-in-place in the office and to protect data in the cyber wars that threaten a company’s profitability and reputation. This session will help organizations and those involved in crisis management gain a better understanding of the importance of creating and working with crisis management teams. You will learn what exercises, drills and training are important to conduct to ensure everyone remains safe in the face of a threat and the key steps necessary to better prepare your organization for any crisis situation or disaster that it might encounter.
B19: Cascading Risks and Continuity
Atul Vashistha and John Bree, Supply Wisdom, and Mark Frankel, CLS Bank
Over the last few months, suppliers’ risk profiles have been consistently in flux as the pandemic has spread and evolved, disrupting supply chains and business continuity everywhere. It’s unclear when the negative effects of COVID-19 will be fully played out. However, further cascading risks are inevitable. While the COVID-19 pandemic is far from over, enterprises are looking beyond the current crisis with the hope of pandemic-proofing their supply chains and operations to build resiliency. But that view is too limited to build true resiliency. The next global business disruption crisis might be a pandemic, but it might also be something entirely different or so novel it’s never been considered. Resilient enterprises must embrace a mindset shift. What does the future state look like for a truly mature business continuity program? Summary and Key Takeaways Suppliers and other third parties are a major source of supply chain and business disruptions. A robust risk and business continuity program must make provisions for external monitoring of suppliers, rather than relying on supplier provided information about potential disruptions.
B18: Convincing the C-Suite to Invest in BCP, DR, and Risk Management
Ted Brown, KETCHConsulting
Learn critical strategies to get your upper management to not only approve budget, but to fully embrace to your business continuity, disaster recovery or risk management programs. Ted Brown will walk attendees through these critically important steps:
• Document objectives
• Define financial justification
• Gather competitive references
• Prepare appropriate “Scare Tactics”
• Anticipate objections
• Use OPM: Other People’s Money
• And much more.
K1: The Shape of Behavior, Society, the Workplace, and the Future
Hart Brown and George Vergolias, PsyD, R3 Continuum
The world is rapidly reinventing itself while many people are still caught in the fog of psychological uncertainty. Organizational leadership is continually looking for sound counsel to navigate new trends and behavioral economics. What is clear is that this systemic crisis cannot simply be managed by repeating success in the past. So how do you create value by staying ahead of the needs of the organization?
In this keynote session, they will address:
- The challenges of employee uncertainty to organizations today
- What behavioral science tells us to expect tomorrow
- How these behavioral insights can help us to create value now and in the future
B17: Preparing For Winter Weather During a Pandemic
Peter Steinfeld, AlertMedia, and Paul Yura, National Weather Service
Even in the middle of a pandemic, the threats to business continuity that required extensive preparation a year ago must still be addressed. One of those threats is winter weather. Experts warn that winter weather conditions will cause a higher risk of COVID-19 infections, which coupled with the seasonal flu, is expected to make the upcoming winter especially challenging for businesses everywhere. On top of that, winter storms cause roughly $300 billion worth of damage every year. Keeping your people and business safe during this uniquely challenging winter requires substantial planning and communication. Join this session to learn:
- How businesses and their employees are affected by winter weather
- What you can do to prepare and respond to severe winter storms
- How to improve communication with your employees during winter-related emergencies
- Success stories of organizations that are effectively communicating during severe winter weather and the COVID-19 pandemic
B16: The Game Has Changed: Let Us Create a Better Game with the New Normal and Remote Workforce
Phil Lambert, Ripcord Academy
And all of us know we cannot continue to execute our planning process in the same way, and we are never going back. So, in the middle of rapid, unprecedented, and unpredictable change, what can we do? What is the first step? How can I get onboard with what is going on in my company? We will answer these questions and talk about these as well:
- How do I anticipate, stimulate, and embrace change?
- How do I establish buy-in, ownership and participation remotely?
- Success today will demand you build a network of teams and a team of teams.
- What are the characteristics of the modern-day professional practitioner?
- How do I develop a new game plan? Or two?
As you assess your next move and best course of action, consider the toxic combination of inaction and paralysis. These tactics are easily embraced when uncertainty and confidence in your decisions are waning. It is easy to do when you are already working through a crisis. Do your homework, collaborate with others, and then focus intensely on the outcome you want to produce. And go for it.
B15: How To Build A Cornerstone For Success With a Business Resiliency Taxonomy
David Kondrup, All Business Management LLC
We all experience set-backs, crisis and events that challenge our capabilities as well as threaten our health, our personal and business finances, and the survival of our businesses. Most of these disasters fall into one of three categories: Natural, Man-made or Technological. In this session learn how to build a business resiliency taxonomy with the following objectives: 1) How to use the five R’s for a crisis such as COVID-19 Recovery (i.e. Resolve, Resilience, Return, Re-invent, and Reform). 2) Learn how technology can be used to help you, and, 3) Learn a business resiliency taxonomy that you can apply to any disaster. In this discussion the presenter will share a strategy for COVID-19 recovery based on what he has learned in more than 35 years in law enforcement, private security, education, and international business resiliency.
B14: How to Build Your Action Plan for Return to Work
Bo Mitchell, 911 Consulting
We have all been subjected to a hurricane of data on RTW, but not much insight regarding how each of us needs to plan for our Return to Work. This presentation will offer guidance on a practical method for Return to Work. The policy, procedure and compliance issues are many, complicated and thorny. At the conclusion of this session, you will have these necessary tools: 1) Platform for planning and training; 2) How to create a Return-to-Work Plan; 3) How to train your employees; and 4) First day back: what does that look like? Other topics to be discussed will include: Do you know what is your duty of care? Do you know your legal responsibilities regarding your employees working from home? Do you have a Return to Work plan? Is it written? Complies with OSHA? EEOC? ADA? NFPA? ADA, Your local Public Health Dept.? Do you know who is responsible for the issuance, maintain and replacement of masks? Do you know what “triggers for training” are? Do you know your landlord’s responsibilities versus yours? Do you know the recent research reporting the emotional impact of the pandemic on your employees?
B13: Building Diversity, Equity and Inclusion into Your Crisis Management Program
Vanessa Vaughn Mathews, Founder and Chief Resilience Officer, Asfalis Advisors
Diversity, equity and inclusion are terms we typically do not hear within the business continuity and crisis management profession. When was the last time you reviewed your diversity, equity and inclusion strategy for your program? How intentional are you about including Diversity and Inclusion colleagues in your planning and training efforts? When was your last exercise that focused on diversity and inclusion?
Amidst COVID-19, the United States of America is still struggling with its ugly past of racial inequality that continue to disrupt our workplaces and our communities. Attend this session to:
- Discuss the state of diversity, equity and inclusion in crisis management and business continuity
- Identify opportunities to be more inclusive in your planning efforts
- Review ways to include diversity, equity and inclusion into your training and exercise program
B12: COVID-19 – Impacts to the BCM Profession and the Employment Market
Cheyene Marling, Hon MBCI, and Alicia Stevens, BC Management
We are living in uncertain times. Whether it’s the global pandemic or the social unrest, the truth is a lot is out of our control as it pertains to job security. Despite the ominous times we are living in, the one area we do have control over is our career planning. This session will focus on how COVID-19 is impacting the Business Continuity profession as well as the employment market and future outlook. Preparing for the unknown isn’t necessarily something that comes naturally. Creating a plan and working towards achieving career-focused goals can position you to be competitive in any job market.
B11: The Psychosocial Impacts of Disaster – and COVID-19
Sarah J. Powell, MA, Temple University
We have been in possession of research about the impacts of acute stress on the brain for over one hundred years, yet much of that knowledge still not applied to the ways we support teams navigating tumultuous times. Utilizing operational psychology to apply social, clinical, cognitive psychological concepts to current conditions, we explore how to account for our own limitations to foster long-term resilience. We will discuss valuable lessons from the neuroscience of stress, including the dangers of task saturation, and apply these concepts to organizational management. A deeper understanding of human cognitive function and human behavior will lead to more robust organizations and long-term resilience for all of us. You’ll gain an understanding of the neuroscience of stress and how autonomic nervous system responses affect cognitive function during a critical incident, while learning about common reactions to disasters, including critical incidents and pandemics, and new ways to apply this knowledge to organizations and the teams we manage.
B10: Getting It Juuuuuust Right: How to Balance Depth and Business Practicality When Developing Your BC Program
Grace Burley and Tracey Mayer, Witt O’Brien’s
Now that every companies BC tests have been put under the microscope-which camp did you fall in? Did your company leaders complain that your plans were too detailed and hard to follow or too light and didn’t contain enough detail or analysis? Or was your company one of the rare unicorns that got it exactly right? In this presentation, the team will provide overviews of multiple non-traditional approaches that have been successfully implemented in various business environments. From global social media giants to manufacturing to shipping and beyond, Tracey and Grace have the experience solving unique BC challenges. This presentation will outline multiple reasons for the need for innovation as well as various approaches to the solutions. The truth is, business leaders have been searching for years for a practical approach to BC to make their organizations more resilient. One size does not fit all.
B9: How to Conduct an Online Crisis Simulation Using Zoom
Dr. Steven Goldman and Sandra Galletti, MIT
MIT’s “Crisis Management and Business Continuity” week-long Professional Education Course ends with an exciting multi-event, multi-location, and multi-participant simulation. It is a course highlight where all the week’s principles, learnings, and networking come together. With the COVID-19 restrictions however, our 2020 Course was conducted online. Could we still achieve a useful and dynamic simulation using Zoom? As it turned out – yes! With research, innovative use of Zoom functions, stretching Zoom to its limits, a great scenario, and a group of trained and colorful Facilitators, we did it! In this innovative and relevant presentation, MIT Crisis Course Director Steve Goldman and Co-Director Sandra Galletti explain how they successfully went from a physical simulation to a virtual one. How did they adapt the dynamic scenario and building floor setup to online? What did they do to tweak and master Zoom? What lessons were learned? At the end of this fascinating yet instructive presentation, attendees will participate in a mini-simulation walk-through, demonstrating how Sandra and Steve conducted their online crisis simulation using Zoom.
B8: What Does the Resilience Professional of the Future Look Like?
Dave Weidman, Boston University, and Mark Carroll, Income Research+Management
What will the next generation of risk and resilience professionals look like and how will that differ from those of us in the current generation? What will be the skills, certification credentials and experience requirements necessary to first, move into those jobs of the future and second, up the corporate ladder to ever increasing responsibilities? What role does the present-day pandemic dynamic play in changing the current job landscape? Two seasoned risk practitioners, each with over 30 years of professional experience as well as 15 years of graduate-level instruction, will discuss their views on the ever-changing realm of education, training, skill development, etc. as it pertains to the risk and recovery arena.
B7: Using Advanced Analytics to Move Into Operational Resilience
Tejas Katwala, Continuity Logic
Are you using operational resilience as an organizational imperative? Implementation and effective management of an operational resiliency program will increase C-suite visibility and deliver more reliable information for decision making. The classic approach to business continuity management fails when tested by fast-moving disruptions at scale. Operational resilience is not a new concept, but historically, organizations have largely failed to realize its full potential because of a lack of sufficient technology, data, or innovative thinking. Integrating operational resiliency strategy, tools, and processes into your organizational goals will lead to improved performance, greater brand recognition, and deliver sustainable financial results. How do organizations start moving towards operational resilience?
B6: Enterprise-Wide Operational Resilience – An Overview of What Is Operational Resilience and the Organizational Impacts
Robbie Atabaigi and Franco Cordeiro, KPMG
Organizations are seeking to understand and incorporate guidelines and regulations related to Operational Resilience. This session will present an overview of the current operational landscape for Organizational Resilience with a focus on the financial services industry. Some of the key components of Operational Resilience must include support at the Board level to establishing Multi-channel Enterprise-wide communications approach to deal with disruptions. A further discussion on the impact of applying Operational Resilience to Business Resilience programs will include applying holistic resilience across the organization, identifying tiers and patterns aligned with customer service outcomes, and accept that failures can occur and empower teams realizing not every event will go as planned. Finally, we will provide practical actions and a conclusion to support our point of view.
B5: Preparing for a New Era of Civil Unrest: A Guide to Safety and Security
Steve Crimando, Behavioral Science Applications
Worldwide, incidents of civil unrest have doubled over the last decade. Every region of the world has experienced hundreds of civil unrest events over the last ten years. The U.S. is currently experiencing one of the most significant and prolonged periods of civil unrest, often characterized by violence and the destruction of property. Across over two months of protests, demonstrators have experimented with a variety of new tactics and strategies. From leaf blowers to lasers, from balloons to power tools, protestors, as well as public safety authorities are deploying new strategies and tactics.
Safety and security professionals, as well as emergency management leaders and first responders of all types benefit from knowledge and understanding of the causes, warning signs and behavioral dynamics of groups, crowds and mobs that are associated with violent and destructive behavior. Such an understanding better prepares decision-makers and responders for the challenges associated with the use new and dangerous tactics, social media (Twitter, Face Book, etc.) and globalization as they relate to the development of crisis situations and the potential of dangerous and violent collective behavior. Even civil unrest in taking place in nearby communities can be highly disruptive to all types of business operations and pose a risk to employers and employees alike. This updated program will provide timely, actionable information to better help leaders and responders protect their organizations’ personnel and assets when responding to potential group, crowd or mob situations.
B4: Assessing Third-party Business Continuity and Disaster Recovery Risk
John Beattie, Sungard Availability Services
Most inquiries into the capabilities of business continuity and disaster recovery programs of third-party vendors do not offer insight into their effectiveness and viability and therefore the associated risks. It’s essential know if you are in good hands from a controls and availability perspective relative to the products and services you receive from your vendors. After all, your risk is their risk and that risk comes along with the relationship. Join John Beattie, Principal Consultant with Sungard AS, for new insights on this important risk management topic including:
- Knowing what’s at risk
- Concentration risk and lessons learned from Covid-19
- Further challenging vendors on business resilience
- Key assessment areas of focus
B3: Creating Your Business Continuity Social Media Plan – Turn Your Crisis Into an Opportunity!
Tashonda Haugabrook, Mazars USA and Metropolitan College of New York
Now, more than ever, organizations must have some kind of social media presence to stay relevant and informed. This webinar will outline the key components required to develop and implement an effective social media plan and strategy for your organization, to help leverage social media to gain situational awareness, control and stop the spread of misinformation and rumors, while informing and demonstrating true leadership to the public and your stakeholders before, during, and after a crisis. The presenter will share recent case studies and lessons learned, and tips and tools, and review the various components and considerations required to develop an effective social media strategy and plan that can help turn your crisis into an opportunity. Attendees will learn the key components of an effective social media plan and how to develop and implement such a plan within their own organizations. Receive tips and tools on how to develop, incorporate and harness the use of social media within their own crisis communications plans to enhance their current plans. Gain insight into the evolution of social media, recent case studies, lessons learned, and best practices.
B2: Measuring and Promoting the Success of Your Resiliency Program
Christopher Duffy and Andrew Witts, Infinite Blue
Let’s take a deeper dive into important metrics that can be measured when using BC/DR software and the best ways to present them to leadership. This will help attendees understand not only why these measurements are important but how they can be used to gain support for the BC/DR program. It can also help them justify to leadership why they should invest in BC/DR software. Business Continuity/Disaster Recovery is an investment, a very valuable investment for any organization. Ensure you are making the most of your BC/DR program by providing measurable data to your leadership team. In this session, Chris Duffy and Andrew Witts will review:
- ROI on business continuity software
- Rate of recovery for each department
- Clear gaps in your plan that allow for immediate improvement
B1: Complex Disaster Planning and or Maintaining Resilience During COVID-19
Lisa Orloff, World Cares Center
This session will review Complex Disaster Planning and the issues around working in and responding to multiple disasters in a COVID-19 reality. From assessing risk to implementing risk reduction methods, it will help managers rethink their services and programs to include protective measures against COVID-19 and keep your team safe. Maintaining resilience in a COVID-19 World reviews the emotional stressors that impact employees working through COVID-19 and ways to improve and regain resilience and mitigate the constant tension of COVID-19 are discussed.
Exhibitinggo to Top
9th Annual Continuity Insights New York Conference
2020 Continuity Insights New York Conference Virtual Exhibit Hall
Every year Continuity Insights New York Conference attendees tell us that one of their most important agenda items is visiting with the vendors. Unfortunately, the impact of the Coronavirus has altered our plans for 2020, but our loyal sponsors and exhibitors have generously agreed to share various resources with you during this virtual event. Be sure to click on the company logos below to learn more from this year’s exhibitors, contact them directly with your questions, and request more information.
Additional Educationgo to Top
9th Annual Continuity Insights New York Conference
Learn to Create A Table Top Exercise And How To Conduct A Functional Exercise
Sponsored by KETCHConsulting
Sunday, October 18, 2020, 1:00 p.m. – 4:30 p.m. EST
(Held on the day before the start of the Continuity Insights New York Conference)
$600 per person
Presenter: Ted Brown, President, and CEO of KETCHConsulting, is a recognized crisis management and business continuity industry leader
Details: Log-in information for this virtual workshop will follow after registering
This is a two part class. Part A is KETCHConsulting’s popular Tabletop class where you will be given four different, ready to execute, Power Point tabletop scenarios, including the injects, and you will learn how to: create a situation, scenario and injects for your audience, your business, your location and your BCP maturity. You’ll identify operations, decisions and policies that impact the ability of a business unit to execute plans. The exercise will end with conclusions and discussions that will change, emphasize, and otherwise affect your business continuity/COOP plan. You will conclude with an “after action” report that will leads to effective modifications and improvements to the plans being exercised.
Part B You will learn how to conduct a Functional Exercise. Using what you learned in Part A, you will actually role play, using technology (Zoom), to conduct an exercise. You will be split into teams and asked to react to the scenario in a real-time fashion. Each team will have a different role and will make and document decisions based on the events as they unfold.
Question: firstname.lastname@example.org or call 484-919-2966.