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Can business impact analysis play a meaningful role in planning a cost-saving programme?

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  • Wright, Trevor

Abstract

Business continuity as it exists today would appear to have reached something of a plateau. Considering the history of the discipline, and how it has developed from ‘simple’ disaster recovery to its present position, it is clear that the trend has been to move from a reactive discipline to a proactive process. Following on from this broadly-accepted point, it is perhaps time to consider how the discipline may develop and what wider and deeper contribution the business continuity profession may make to add further value for our clients. In the present climate, it seems appropriate to consider how (and if) business continuity practice can make a meaningful contribution to a cost saving exercise. The public and private sectors are considered and the differences are compared.

Suggested Citation

  • Wright, Trevor, 2011. "Can business impact analysis play a meaningful role in planning a cost-saving programme?," Journal of Business Continuity & Emergency Planning, Henry Stewart Publications, vol. 5(1), pages 400-408, February.
    • Handle: RePEc:aza:jbcep0:y:2011:v:5:i:1:p:400-408
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    More about this item

    Keywords

    management; downsizing; financial management; public sector; statutory duties; commercial organisation; unity of purpose; scale of reference; mathematical model;
    All these keywords.

    JEL classification:

    • M1 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration
    • M10 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - General
    • M12 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Personnel Management; Executives; Executive Compensation

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