E8：基于 Adaptive BC 原则的敏捷业务连续性.pdf

1、Agile Business ContinuityAgile Business ContinuityBuilding on the Adaptive BC PrinciplesBruce McIndoe,President,McIndoe Risk Advisory|BruceMcIndoeRiskA|540-328-0217May 6-8,2024|Charlotte,NC(c)2024 McIndoe Risk Advisory|PROPRIETARY2McIndoe Risk Advisory&TeamMcIndoe Risk AdvisoryHelps enterprise leade

2、rs achieve Agile Operational Resiliency to maintain productivity and grow through the most difficult challenges.Bruce McIndoe,PresidentFour decades in intelligence,security,risk,&operational resiliency.RIMS,ASIS,GBTA,AIRIP,AFIO,AOC Ryan Miller,Critical Functions,LLCFormer Director of Emergency Manag

3、ement for Howard County,MDCEM,cABCF,CBCP,ARM-E2Our Story Implementing Agile BC at a Global F200 Company(c)2024 McIndoe Risk Advisory|PROPRIETARY3 Audit Findings “Red”around the entire BCM program Round 1-Alienated staff after a year-long effort developing 150 BIAs with no tangible results Scant Reso

4、urces-The BC“Department”was an“Army of One”Round 2-Brought in the“silver bullet”consultants in to help them Addressed Pain Points-Our Agile BC Strategy resonated Continuous Value-Implemented the Agile BCMS in 9 monthsWhat problems are we trying to solve?(c)2024 McIndoe Risk Advisory|PROPRIETARY4 Tra

5、ditional BCM is arduous and uses a mystical language for non-practitioners.Takes too long.People run out of enthusiasm and many times money.Limited organizational buy-in and more importantly avoidance NOT engagement.Under resourced.The organizational BC team is typically 1 or 2 people.Users question

6、 the value of the effort creating BCM documents Senior management wants the“box checked”.Need to demonstrate the on-going value of the effort.What are our objectives?(c)2024 McIndoe Risk Advisory|PROPRIETARY51.Foster ownership and engagement at all levels of the organization2.Need non-practitioners