Rethink Business Resilience Planning. Now.
What can you do to stay competitive when your business and IT infrastructure are unharmed, but one localized part of your workforce is diminished or even immobilized?
The inextricably intertwined nature of commerce today means that practically any business disruption can be felt anywhere – including separate commercial ecosystems. More than ever, the smallest problems lead to major upheavals, including shutdowns.
Even if your firm is not directly affected, how will you deal with unpredictable upstream or downstream effects that follow such disruptions? Do you possess the market insights, business data, management software, and analytics to model these accurately? The latest business management software can play a strong role in such planning, but too often is not used effectively for such. I’m gathering input from business software providers in ERP, logistics, CRM, and purchasing/ procurement on how their products can and should be used in such situations. Look for summary posts on these conversations over the next few weeks.
One more thought: Who’s in charge? A quick canvass of enterprise CXOs reveals a surprising lack of successive authority plans, and a potentially crushing lack of plans to communicate any authority succession within and outside the enterprise. If management can’t get to work – and cannot effectively communicate – how will your business operate?
I and my colleagues in The Analyst Syndicate are tackling these and more of today’s wide-ranging business and IT management and operational disruptions. I strongly urge everyone to peruse the postings daily as we develop and deliver more insight and guidance.
For decades, resilience and recovery planning have focused on large-scale natural disasters and political upheavals. Now these plans must include the reality of even small, localized disruptions that can lead to ecosystem-wide and network-deep losses. After all, for want of a nail…