Sensible directors are finally seeing the advantages of designing a business continuity management system as a means of enhancing their competitive advantage and assuring stakeholders of their ability to deliver. With business failures routinely dominating in the press, isn't it time that your organization joined them?

Business Continuity has emerged in the last 6 years as an essential part of best practice management for not-for-profit and profit-making companies of all shapes and sizes.

More and more we are observing big, established firms go out of business because they have failed to anticipate and prepare for wide-ranging disruption and disaster. So what can business owners and directors do to guarantee their firm survives in these difficult market conditions?

Happily there are both business continuity solutions and professionals available to help business owners safeguard their organization from the gamut of hazards and threats they face; but in what order do you start?

Most organizations find that it's best to agree as a board that business continuity is important to your organization and then put some cash behind that decision.

With funding set aside, you should agree an achievable schedule for upgrading your organization's resilience to disruptions and communicate the range of products and services that the business continuity programme will cover to help orientate the team that you appoint to develop your business continuity policies, strategies and plans.

If you don't have business continuity expertise within your organization, you would be advised to seek recommendations from peers and colleagues regarding suitable providers with a proven track record in the development and implementation of business continuity management services for organizations of your size.

With your team in place, you'll need to get started by identifying your most important products and services; the things that account for most of your revenue or have the biggest impact if they are or are not delivered as agreed). 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 start with these initially.

Once these most important products and services are agreed the team needs to look at the structures, systems and processes that come together to deliver them; including the flow of raw materials, utilities, people, data and operational sites.

With the business processes documented for each vital product or service, you should identify vulnerabilities within those processes and clarify how they would affect the quality of supply if they cropped up.

Once you realise where your business is exposed you can create draft strategies and plans to cut-down the likelihood of those disruptions arising or their impact: for example if a service depends on availability of electrical power, you might install fallback supplies from batteries or portable generators.

The make-up and extent of the strategies and plans you agree will be led by the significance of the product or service and your potential losses you may need to develop crisis response plans first to reduce the scale of the loss whilst you work on developing the degree of resilience that you require to prevent disruptions.

Sometimes you can considerably reduce the possible loss to your organization's critical activities by taking time to consider the "what-ifs" so it makes evident sense to do so; whether you are driven by legislation, market forces or plain common-sense.

Take action today, before life's vagaries make you wish you had not procrastinated about putting a fit-for-purpose business continuity management organisation in place.

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