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Stuart Young . Business continuitY. Mission. To initiate, implement and embed Business Continuity Management (BCM) throughout KCC and then to promote Business Continuity planning by District Councils and industry in Kent, such that the resilience of the County is increased.

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Business continuity

Stuart Young

Business continuitY


Business continuity

Mission

To initiate, implement and embed

Business Continuity Management (BCM) throughout KCC and then to promote Business Continuity planning by District Councils and industry in Kent, such that the resilience of the County is increased.

Civil Contingencies Act (2004)


Business continuity management it can t happen here crisis management and culture

Business Continuity Management‘It can’t happen here’:Crisis Management and Culture


Business continuity

Cultural filter

Propensity to

take risks

Rewards

Balancing

behaviour

Perceived

danger

"Accidents"

Cultural filter

John Adams's "risk thermostat"


Crisis prone vs crisis prepared organisations

Profile of crisis-prone organisations

Profile of crisis-prepared organisations

Plans/

Policies/

Mechanisms

Few crises are prepared for

Plans are either non-existent or fragmented

5 or more crises are prepared for with integration amongst the crisis plans and they are integrated with business plans

Infrastructure

Organisational structure is inflexible

Organisational structure is flexible and adaptive

Rationalisation

Organisation is high in its use of rationalisations

Organisation is low in its use of rationalisations

Denial

High

Low

Crisis-prone vs. Crisis-prepared organisations

(Source: Mitroff et al., 1989:278)


Business continuity

MODELS OF CRISIS GENERATION

  • According to Perrow (1984) a systems perspective views disasters as :

    • Socio-technical events

    • Complex events

  • Soft systems methodology allows us to view disasters as

    • Rich pictures of complexity

  • Within a systems approach there are models that allow us to analyse why disasters happen and thus take mitigating action.

    • Turner’s ‘Incubation of disaster’

    • Toft and Reynolds ‘SFCRM Model’

    • Reason’s ‘Swiss Cheese Model’

    • Smith’s ‘Management Model’


  • Business continuity

    MODELS OF DISASTER CAUSATION

    Reason’s ‘Resident Pathogens and Swiss Cheese’ model ( 1990)


    Business continuity

    What can possibly go wrong ?


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    MODELS OF CRISIS GENERATION

    The launch of Challenger on Tuesday 28th January 1986 was the 25th shuttle flight in 5 years and the 10th by Challenger.

    It was the 2nd of 16 flights planned by NASA for 1986

    The Space Shuttle Challenger Disaster


    Business continuity

    CHALLENGER

    THE INQUIRY

    • The Rogers Commission for the disaster said:

      • NASA’s drive to create a launch schedule of 24 flights a year created pressure throughout the agency and directly contributed to unsafe launch operations

      • Pressure from the House Committee and Congress and the administration have played a contributing role in jeopardising the promotion of safety first attitude throughout the shuttle programme

      • Within NASA priorities shifted to “productivity at the cost of safety”


    Business continuity

    COLUMBIA

    ‘The Old Grey Lady’1st February 2003

    Stage I:Notionally normal starting points.

    Initial culturally accepted beliefs about the world and its hazards

    Associated precautionary norms set out in laws, codes of practice, mores and folkways


    Business continuity

    COLUMBIA

    Stage II:‘Incubation Period’

    The accumulation of an unnoticed set of events which are at odds with the accepted beliefs about hazards and the norms for their avoidance.

    ‘Failure of Foresight’


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    Human created accidents

    THE GREAT TRAIN RACE - SALISBURY 1906


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    The Worst Rail Accident EVER

    800 French troops killed

    Modane, France (1917)


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    Human created disasters

    TEXAS CITY ”GRAND CAMP” explosion 1947


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    Examples of Human created accidents

    CONCORDE PARIS - 25th July 2000


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    HINDENBERG - May 6th 1937


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    Humans vs Mother

    titanic

    Don’t Wait until it’s too late


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    RATIO of SURVIVORS

    ClassOn BoardWomen & ChildrenMenTotal

    1st 33794%31%60%

    2nd 28581%10%44%

    3rd 72147%14%25%

    Crew 88587%22%24%

    Total2228

    QUOTE

    "When anyone asks me how I can best describe my experience in

    nearly forty years at sea, I merely say, uneventful.

    Of course there have been winter gales, and storms and fog and the like.

    But in all my experience, I have never been in any accident …..

    or any sort worth speaking about.

    I have seen but one vessel in distress in all my years at sea.

    I never saw a wreck and never have been wrecked nor was I ever in any predicament that threatened to end in disaster of any sort.”

    • Lifeboat Total Rated Capacity: 1,178 persons

    • Height: 60.5 feet waterline to Boat Deck

    Edward J. Smith, 1907Captain, RMS Titanic

    Captain Smith was planning to retire after the maiden voyage of Titanic

    Survivors: 705Perished: 1523


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    NEW YORK - 2003


    Business continuity

    Natural disasters

    Triple earthquake

    L ISBON 1755


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    Natural disasters

    San Francisco 1989


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    TSUNAMI December 2004


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    SNOW & ICE - BRRRRRRR

    .


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    Managing risks


    Business continuity

    Some typical business risks:-

    • loss of customer records

    • breakdown of the supply chain

    • failure of essential services on which

    • production or customer support depends

    • inability to deliver the product for a

    • significant period of time for any reason

    • negative perceptions of the company by

    • clients, customers or the public.


    Business continuity

    Business Continuity

    Civil Contingencies ACT (CCA) 2004


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    PROMOTING BUSINESS CONTINUITY

    “Local authorities to provide advice

    and assistance to commercial activities

    and voluntary groups”

    Civil Contingencies Act 2004


    Business continuity

    Embedding BCM in the Organization's Culture

    Understanding

    the Organisation

    Audit

    BCM

    Programme

    Management

    Exercising,

    Maintaining

    & Reviewing

    Determining

    BCM

    Strategies

    BS 25999

    Developing and

    Implementing

    a BCM Response


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    STANDARDS

    British Standard BS 25999

    BS 25999 – part 1

    Code of practice

    BS 25999 – part 2

    specification


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    Planning ahead


    What is most critical

    What is most critical ?

    • Where does this happen ?

    • Who does it ?

    • What tools do they need ?

    • When do they do it ?

    • How quickly can the process be restored ?

    • How much business damage will occur until this is fixed ?

    Will the business survive ?


    Business continuity

    Larry was glad he had done his risk analysis


    Business continuity

    www.kent.gov.uk/businesscontinuity


    Business continuity

    [email protected]

    [email protected]

    [email protected]


    Business continuity

    Gare Montparnasse 22 October 1895


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