Changing the way we think about Business Resilience

Almost all businesses have inherent plans to continue operations in an austere environment.  Even small, three person shops, have a contingency plans in place.  For example, the corner deli doesn't close shop when a person gets sick, do they?  Of course not, another person covers for the absent team member.  That simple action is actually a contingency plan to continue operations in spite of adversity.

Yet it is the little things that affect our resiliency during crises, i.e. Jon is out today, but he's the one with the master key to the key lock box.  Another instance of anti-resiliency was demonstrated, as an employee told me, "Now you have the knowledge that has kept me employed," as he explained a business process that was common, but unknown to anyone else.

Other organizations document everything.  One client I worked for requires every person to have a 'Continuity Binder.'  This binder has step by step procedures for every task that they are assigned.  All documents are saved to a network drive or a internal website (SharePoint type of solution).  This ensures others can reach the documents if a team member is out sick or away at a training event.

The same client has weekly meetings simply to sync up with other team members to discuss each other's projects and tasks.  They 'cc' each other on emails to ensure the business can continue tomorrow if they have to take a sick day.

Another client I am familar with, has prestaged emergency supplies throughout the disperesed complex in the event they need to 'Shelter in Place.'  They practice both their evacuation drill (fire drill) and their shelter in place drill routinely.

Other companies, prior to signing with a supply or shipping vendor, require the vendor to have a BC plan in place.  In fact, a few companies will require a review of their supplier's BC plan to ensure they have a resilient supply chain. 

Plans don't have to be a 400 page monster covered in dust on the top shelf.  In fact, I would advise against it, whether it was an international Fortune 500 corporation or a family owned corner deli.  Many plans are unwritten or so common sense, that it would almost be an affront to write them down.

Resilience, in these instances, is not simply a continuity plan that is reviewed once a year.  It is a part of their organizational culture.  They have ingrained their continuity to everyday practices.

So the question becomes, why stop after the BC plan is written?  Resilience requires exercises and constant re-evaluation.  Ideally, we want the business continuity to evolve into everyday culture.

Begin by reviewing all of the tasks you do everyday to complete your job.  Then write a guide that is simple enough for anyone to fill your shoes.  Better yet, write it so someone outside of your organization can fill your shoes.  This will ensure continuity in your absence.  It may even help you strip away some extra steps that weren't apparent prior to analyzing your position.

Starting with yourself is the first step towards a resilient future.