When facing a problem in business we may not have all the specific information and resources we need. For example the Covid-19 pandemic, now we are entering a new normal or new term next normal era. We only know the basics about the disease. What it can do to the human system and how to get infected. The least we can do is by enforcing lockdown and social distancing. So to implement a business continuity plan we cannot put our confidence that plan will be successful 100%. Today we’re going to talk about the assumptions in the business continuity plan (BCP).
The first assumption is thinking we may have an ideal communication technique. Never conclude a one-plan-fits-all method will work for communication. As soon as a new member joins the organization we need to work on their communication skills. To ensure everyone in the loop regarding the business continuity and disaster recovery plans (BCDR), their duties and changes or growth we need to conduct awareness consistently. Additionally, make sure to include other departments in your planning, surveys and tests, and consistently request group criticism, particularly from the individuals most openly affected by the plans.
The second assumption is to miscalculate the scale and the impact of the disaster. Not seeing the plan as a whole can have an overwhelming impact on your operations. For example, you’ve had a contingency plan for a flood at your headquarter location but didn’t plan farther where the flood could hit across the board at your other office location. Never expect you can foresee precisely to what extent a disaster will affect your planning or financial scope in the business. COVID-19 pandemic is the classic example. Most of the enterprise is under estimated global impact and it takes so long for most of the industry to restart or reboot over.
The third assumption is assuming your staff know what to do in the emergency situation. Crisis planning comes a lot with emphasis on desperation and because of that it’s easy to tell that your teams are listening and know what to do if they receive such an emergency alert. Don’t expect every one of your staff to get the alert just because you send it. What if someone’s phone was shut off or maybe there is no internet connection. We also need to ensure that we deliver all alerts through various communication platforms. Always communicate and ask your staff to engage back with the system to know who gets and follows the message. Whether staff possess what needs to be productive work-from-home (WFH) or not, it all needs to be considered in advance and work backward to make sure it is properly addressed.
The fourth assumption is believing the plan will go as expected. When the company puts a lot of effort and time into planning, it is easy to assume the plan will work successfully especially if the plan has not failed before or during testing. There will always be some unexpected surface that was not thought-out before or something you assume to work properly but at the end did not. The business will keep changing and developing so it is crucial to have a business continuity plan that is extensible and adaptable.
E-SPIN has been active involved in assist enterprise and government agencies customer on the business continuity, disaster recovery (BCDR), and mission critical system run in cluster, fault tolerant and failover/failback project and operation requirement since 2005, as being part of E-SPIN Availability Management solution. Feel free to contact E-SPIN for your specific operation or project requirement, so we can assist you on the exact requirement in the packaged solutions that you may require for your operation or project needs.