C11: What the Board Wants
Ted Brown, KETCHConsulting
You’ve been giving the opportunity to present to your organization’s Board of Directors; or you’re seeking that opportunity. What should you say? What do they want to hear? What do you want them to hear? How can this help your BCP, Risk Management, or Crisis Management? This session will be presented by an actual Board Member and Chair and Founder of the Risk sub-committee.

 

C12: The Pros and Cons of Having a Third Party Manage Your BCM Program
Scott Ream, Virtual Corporation
Congratulations! You’ve been tapped by leadership to lead the BC program. Whether starting from scratch or inheriting a program that has struggled to meet management expectations, how do you choose the best path forward? Where can external resources be effectively leveraged? What are the pros and cons of outsourcing parts of or the whole program? When does outsourcing you BC program make sense? Real world examples and practical tips and tools you and your team can use to develop your BC program roadmap and resourcing plan are the basis for this session.

D5: Data-Driven Decision-Making: How Operational Resilience Helps to Make Smarter Decisions  
Tejas Katwala, Continuity Logic
Organizations now have more access to operational data than ever before. But what happens to this data – do you let it degrade over time, or are you using it to improve resilience and decision making?  Companies can leverage data to drive decision-making, gain a competitive advantage, improve resiliency, and even business performance. But how? 

 

E2: Organizational Resilience Is Hard: The Soft Skills to Make It a Success
Alex Fullick, Stone Road
COVID has proven that to be resilient you must look beyond usual ‘response’ mechanisms – BCM, IT DRP, Incident Management, Crisis Management – and look at the secret to the success of resiliency: people. We must understand people, their well-being, empowerment, contribution, and their own level of resilience. Response and recovery mechanisms may contribute to organizational resilience, but it’s the people that develop those responses and if they are to be successful, they need to be nurtured and managed in a way to build success. This means leaders must look at the soft skills involved to create that success and create more resiliency. It ain’t easy honing soft skills, in fact it’s hard. Organizations are waking up to the challenge that IT DRP, response plans, and contingency plans aren’t enough to create a sense of resiliency because resilience is not a destination but a state of mind. That means people. If the worst-case disaster has changed – as COVID has shown – then so too must the way organizations address their resilience, and address more than just response plans. The secret to organizational resilience will be in its people and leaders must learn how see them as people, not employees.