from disaster recovery to business resilience chris connelly ibm risk and resilience coe
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From Disaster Recovery to Business Resilience
Chris Connelly
IBM Risk and Resilience COE
Scope
• From Disaster Recovery to Business Resilience• The Resilient Enterprise Blueprint• The IBM 2011 Global Business Resilience and Risk
Survey
What is Business Resilience?
Governance
IT Disaster Recovery
Business Continuity
Crisis Managemen
t
Risk Managemen
t
A (very!) simple business map
Areas of shared resources and shared (linked) risks
Business Functions
Line of BusinessA
Line of BusinessB
Line of BusinessC
Dependencies forService Delivery
Dependencies forService Delivery Dependencies for
Service Delivery
Linking the Resilience requirements across the enterprise
Areas of shared resources and shared (linked) risks
Strategy & Vision
Organization
Processes
Technology
Applications & Data
Facilities
Line of BusinessA
Line of BusinessB
Line of BusinessC
Dependencies forService Delivery
Dependencies for
Service Delivery Dependencies for
Service Delivery
Integrated View of Service Delivery
Business Functions
The layers are broken down into Business and Infrastructure objects; objects are refined by attributes
250+ objects and over 4000 attributes
Linked across layers to provide
different resilience views like
continuity, compliance, security etc.
Evaluated for their current and target
levels of business resiliency maturity
STRATEGY
PROCESS
PEOPLE
APPLICATIONS & DATA
TECHNOLOGY
FACILITIES
The Resilient Enterprise Blueprint
The 2011 IBM Global Business Resilience and Risk Study
In conjunction with the Economist Intelligence Unit
390 Participants
8
Geography Company size
North America — 39%
Western Europe — 39%
Asia-Pacific — 20%
Eastern Europe — 3%US$5M or less — 39%
US$10B or more — 23%
US$1B to $5B — 15%
US$500M to $1B 13%
US$5B to $10B 10%
What organisations have done
9
Create a business continuity plan
Invest in new risk-related IT solutions
Establish company-wide risk management team
Discuss issues with supply-chain partners
Assign overall responsibility to a single executive
Develop communications or training program
Respond to recent natural disasters by rethinking strategies
Develop integrated business resilience strategy
Engage external advisors
Source: Q5a. Which of the following measures has your organization adopted?
Next 3 yearsAlready doneNext Steps
10
Develop communications or training program
Invest in new risk-related IT solutions
Respond to recent natural disasters by rethinking strategies
Engage external advisors
Discuss issues with supply-chain partners
Create a business continuity plan
Establish company-wide risk management team
Assign overall responsibility to a single executive
Source: Q5b. Which of the following measures is your organization most likely to adopt in the next three years?
Develop integrated business resilience strategy
Barriers
11
Silos within the organization — 28%
Budget limitations — 20%
Inability to predict ROI from improvements — 17%
Lack of C-level vision and commitment — 14%
Lack of understanding about best practices — 9%
Lack of understanding about emerging technologies — 8%
Lack of buy-in from employees — 4%
Source: Q10. What is the biggest single barrier to implementing a holistic approach to business resilience planning?
2010 Study comparison:Implementing necessary procedures
Securing budget
Obtaining full risk picture from depts
“An effective business resilience plan will provide a robust foundation on which to build a long-lived competitive position supported by end-to-end risk management.”
2011 IBM Global Business Resilience and Risk Study report
Principal Findings
12
100%
An integrated approach to business resilience and risk management offers a significant business opportunity for organizations of all sizes
Appointing a single individual with overall business resilience and risk management responsibility is essential to integration success
Input should be sought from throughout the enterprise — including employees and partners
Cloud technologies have matured significantly and now have the potential to deliver significant business resilience benefits
The newly integrated business resilience and risk management strategy can be levered to seize unexpected opportunities and deliver measurable business value
In Summary• Businesses are moving beyond Disaster Recovery
to Business Resilience• IBM has introduced the Resilient Enterprise
Blueprint to provide this framework• The 2011 IBM Global Business Resilience and
Risk Study shows what organisations world wide are addressing
• www.ibm.com:– “Resilience Survey”– “Risk and Resilience”
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