Our approach is that Business Continuity should be considered part of a common framework of processes focused on ensuring the long-term viability of your business, and not just an add-on rulebook.
The remaining sections of this chapter are just an introduction to our suggested approach to Business Continuity: future issues will deliver a more detailed description of the subjects outlined here.
Some Business Continuity initiatives results in manuals based on the assumption that everybody will behave as planned when it will be required, and that all the details will be magically remembered by everybody involved.
A knowledge-based approach should start from a clear identification of the existing behavioural constraints, i.e. what is considered “normal” within your own specific environment.
Then, beside defining your own “business continuity model”, you should also identify a “convergence roadmap”, focused on adapting either your existing behavioural constraints, or your business continuity blueprint, or both.
Aim: to obtain a behavioural change that will ensure that the required level of readiness will be in place.
After a first implementation, a continuous improvement approach will monitor and reinforce the level of readiness achieved, to ensure that your Business Continuity assumptions are realistic.