responding to the resilience challenge

The BCI The world’s leading institute for business continuity

Bill Crichton FBCI – Chair of the BCI 20/20 UK Group

What is the BCI?

2

• Founded in 1994, a Member-Owned, Not-for-Profit Professional Association of Business Continuity Professionals

• A global membership and certifying organization for business continuity professionals

• Over 8,000 members in more than 120 countries working in an estimated 3,000 organizations in the public and private sectors

• We stand for excellence in the business continuity profession • Our certified grades provide unequivocal assurance of

technical and professional competency

www.thebci.org

BCI 20/20 UK Think Tank

Responding to the resilience challenge

www.thebci.org

• Since its inception, the goal of the Business Continuity Institute has been to promote a more resilient world, and with so much attention being placed on resiliency in recent years, never has this goal been more pertinent.

• When the Institute celebrated its 20th anniversary in 2014, the focus was not on our past achievements, it was on our vision of the future.

• From that vision emerged the 20/20 Think Tank, a group of Thought Leaders from across the discipline with a passion to drive it forward and fine tune it in order to meet the needs of the future.

A Resilient Future

www.thebci.org

• The regional groups that make up the 20/20 Think Tank were created to support those working in the profession by performing two main functions: – Shape the direction of the profession, and so develop the

career opportunities for those working in business continuity or resilience.

– Raise the profile of business continuity and resilience, demonstrate their value to business leaders and so get a seat at the top table with resilience embedded into organizational strategy.

A Resilient Future

www.thebci.org

• The BCI 20/20 Think Tank is the umbrella name for a series of 20/20 Groups that have been set up worldwide.

• As a global organization, working in a global discipline, it is vital to get a global perspective.

• Current BCI 20/20 Group Chairs include:

– Bill Crichton FBCI

– Ken Simpson FBCI

– John Jackson Hon. FBCI

BCI 20/20 Think Tank

www.thebci.org

BCI 20/20 UK Group Members

• KPMG• E&Y• PWC• Deloitte• Kings College London• UK Cabinet Office• BT

• JP Morgan• Credit Suisse• Aon• Zurich Insurance• BP• Royal Mail• Marks & Spencer

Author: Patrick Alcantara DBCI, Senior Research Associate

www.thebci.org

20/20 UK Group White Papers

• In August 2015, the UK Group published its first White Paper - the resilience challenge for the business continuity profession - which positioned business continuity as an integral part of resilience.

• In April 2016, the UK Group published its second White

Paper – responding to the resilience challenge – which encourages business continuity practitioners to enhance their skills to provide the opportunity for them in the future to lead the resilience capability within their organization.

www.thebci.org

Professor of Management and Marketing at Louisiana State University

www.thebci.org

Responding to the resilience challenge

Responding to the resilience challenge

Increasing awareness of high-level goals

Interdisciplinary and cross-functional engagement

Improved understanding of risks

Communicating better with other management disciplines

Better emphasising adaptive capacity

Developing leadership skills

BC practitioners need to engage in practices that increase their impact:

www.thebci.org

Responding to the resilience challenge

• Understand BC’s place within Organisational Resilience• Leading a resilience practice can be a challenge for BC

professionals• Clarify how resilience features within decision making• Understand the competence, knowledge and

experience required• Develop the competence, knowledge and experience • through qualifications and training • Respond to the strategic imperative of resilience

www.thebci.org

www.thebci.org

Towards resilience practice

Towards resilience practice

www.thebci.org

Towards resilience practice

www.thebci.org

AgilityCrisis leadershipEmerging risks

BrandRegulation

TrustValue creationReputation

Legal

• Create efficiencies by harmonising efforts in different disciplines.• Influence organizations to ‘do the right thing’.• Familiarise yourselves with other management disciplines.• Engage counterparts in interdisciplinary teams. • Exercise leadership and communicate strategically.• Put resilience at the top of an organization’s agenda.

Towards resilience practice

www.thebci.org

Competencies, knowledge and experience

www.thebci.org

• Individual practitioners: use your BC background as a foundation for understanding other management disciplines and gaining skills.

• Professional bodies: take the lead in identify key skills and recognising skills gained in different disciplines.

• Regulators: engage with practitioners and businesses to identify skills in reinforcing trust and good corporate behaviour.

• Universities: build on available literature and engage with professional counterparts to develop qualifications in resilience

• Business Leaders: management commitment is essential to developing resilience practice to better deploy corporate strategy.

Moving towards resilience

www.thebci.org

• Senior resilience roles are likely to be technical, interdisciplinary and require high-level strategic thinking.

• Use your current background as a ‘scaffold’ for acquiring a broad range of resilience-focused information and skills.

• Respond to the challenge - build a resilient organisation

The BCI The world’s leading institute for business continuity

Questions