New demands are being placed on the Business Continuity organization to provide more services to the enterprise, often with little or no resources to support these new demands. These new demands may include higher levels of productivity, meeting new regulatory mandates, providing coverage for new corporate acquisitions, etc. With these challenges comes the opportunity to increase our value to the enterprise, transforming the traditional view of BCM as a necessary utility to a strategic part of the enterprise risk framework. This presentation will explore current trends, especially the cyber security drivers, that are already influencing our BCM programs and how we can take advantage of these trends to further leverage our value-proposition within our companies. The key to better leveraging our skills is to identify our core competencies as Business Continuity practitioners and determine how we can extend those competencies more broadly across other areas of Operational and Enterprise Risk.
B14: Away with the BIA!
The Business Impact Analysis (BIA) has been a staple of business continuity (BC) for decades. In that time, the BIA has grown, expanded, and become rather nebulous in its scope, objectives, and value. By exploring both its initial purpose and current implementation, we can conclude that early benefits gained from the BIA no longer outweigh the disadvantages, and that practitioners ought to eliminate the use of the BIA as much and as soon as feasible.