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Strategic continuity planning: The first critical step

Author

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  • Smith, Jack

Abstract

Many companies (and business continuity professionals) believe a company needs a comprehensive, all-inclusive business continuity plan. Often they reach this conclusion after other companies or potential clients have requested to see their business continuity plan as a precondition of doing business. Companies without ‘a plan’ are then tempted to go out and hire a business continuity person and tell them to ‘Create a plan!’ This makes perfect sense to the executive team, but this approach will probably not work in a real event. This paper addresses the shortcomings of producing tactical documentation and calling it ‘The Plan’, and discusses ways to engage management in the development of a corporate strategy to be used during and after an event.

Suggested Citation

  • Smith, Jack, 2013. "Strategic continuity planning: The first critical step," Journal of Business Continuity & Emergency Planning, Henry Stewart Publications, vol. 7(1), pages 6-12, September.
    • Handle: RePEc:aza:jbcep0:y:2013:v:7:i:1:p:6-12
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    More about this item

    Keywords

    strategic planning; executive involvement; recovery planning; executive business impact analysis; resiliency;
    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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