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Despite the formalisation of the BC industry over the last few years with the implementation of standards such as BS25999 and ISO 22301, in many cases one of the biggest obstacles to implementing a business continuity (BC) programme that follows accepted good practice is still lack of buy-in from the board.
At present, there is a clear divide between those boards that embrace the discipline in a positive and proactive way and those who see it as a ‘grudge purchase’ which they have been forced into by their stakeholders. Using my recent assignments (those conducted over the last year) as a sample group, less than half have had a positive attitude to BC.
Most (but not all) BC programmes have the benefit of an executive sponsor who should be the subject matter expert. This individual should be responsible for championing the subject at board level and have the necessary seniority to interact with the other board members on an equal footing.
However, in some cases the executive sponsor is not the most appropriate person to assume this role because he or she:
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