globalization: becoming a global business continuity leader
TRANSCRIPT
Globalization: Becoming a Global BC Leader
Bryan Strawser, MBCP, MBCI, CISSP, CEMPrincipal Consultant & CEO
Opening Questions
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Let’s set the stage for our discussion this morning
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• How many of you have only ever worked in the United States?
• How many of you currently have international responsibilities?– Which countries?
• For those of you that have had to work internationally, what are your challenges?
Arab Spring - 2011
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Cairo, Egypt
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Business Environment
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Example: Bangalore (Karnataka), India
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• Growth• Retention & Pay• Traffic• Transportation for “Lady
Workers”• Political Strife• Previous military experience• Highly protectionist
– Ex: FDI in Retail• Third Party Risk
– Ex: Power, Fuel, Water
Cultural Example: India
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Business Culture and Etiquette Matters
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What Westerners think about Indians What Indians think about Westerners
• Polite, but indirect• “No” is difficult, always say “Yes”• Unreliable• Dependent on others• Not open to problems / challenges• Passive, need clear instructions
• Quality-oriented• Cold, aggressive, brutally direct• Serious with no sense of humor• Reliable, punctual• Perfectionists, dedicated to work• Poor work-life balance (vacation)
Indian Values Core Western Values
• Strong, collectivistic, people-oriented society
• Family• Hospitality• Spirituality• Respect for Elders• Dependability
• Primarily an individualistic task-oriented society
• Punctuality• Orderliness• Quality• Individuality• Education
Case Study: India - Ayodhya Verdict
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Arguments began in 1850
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Case Study: India – General Strike
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Two major strikes in 2010
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Integrating an Acquisition
• What is your company’s business strategy for this acquisition?– Standalone– Integrate & absorb– Acqui-hire
• Absorbing an existing Business Continuity Program– Reporting relationships– Governance– Common process
• Culture Clash– Can create a significant disruption to any
integration effort
• It may be necessary to take the long view of an integrated effort
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Unique Challenges
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Global Leadership
• Traveling to visit local team– Get off the beaten path and
explore– Consider staying a few extra
days to learn more about local culture, sights, business, and government
• Meet with your local peers from other companies– How are they addressing the
challenges that you are facing?– How are they integrating with
their US or HQ based teams?
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Expanding your worldview
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Belur Temple - India
Working Together
• Time-zones– Be respectful of the work/life
balance of all teams
• Collaboration Technology– Online Sharing: WebEx, Adobe
Connect, GoToMeeting– Video Conferencing
• Cisco’s Tele-Presence
– Document Sharing• Microsoft SharePoint
• Managing Perception– Take the time to educate your boss,
peers, and stakeholders– Your schedule will likely be different
over time
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Collaborating across borders
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Expanding Governance Globally
• Steering Committee– Expansion to include
international leaders
• A split governance model may be appropriate for a period of time– Enterprise: Overall governance– International Division: local
governance
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International leaders must have a presence in your governance process
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Talent Processes
• Growing global talent within an organization– Deliberate global assignments– Ex-Patriates (ExPats)
• Education– Local college or university– Language courses– Local ExPat / cultural groups
• Networking– Meet with others in similar roles
with global responsibilities
• Encourage your peers
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Growing globally-aware leaders
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Global Standards
Business Continuity• ISO 22301 (formerly BS25999)• NFPA 1600• ASIS Business Continuity Management Standard• ASIS SPC.1: Organizational Resilience
US Government• Federal Continuity Directives (FCD 1 / FCD 2)• Continuity Guidance Circulators (CGC 1 / CGC 2)
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Business Continuity and Emergency Management
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• Formerly BS25999• Adopted globally in 2012• Intersects with other ISO
Standards– Ex: ISO 27001
• Establish and maintain a Business Continuity Management System
• Accreditation• Certification
– Implementer / Lead– Auditor / Lead
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ISO 22301:2012Societal Security – Business Continuity Management Systems
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Professional Certifications
Business Continuity• Disaster Recovery Institute International
– Associate Business Continuity Professional (ABCP)– Certified Business Continuity Professional (CBCP)– Master Business Continuity Professional (MBCP)
• Business Continuity Institute– Member, Business Continuity Institute (MBCI)– Fellow, Business Continuity Institute (FBCI)
• Business Continuity Management Institute (Singapore)– Multiple certifications
Emergency Management• International Association of Emergency Managers
– Associate Emergency Manager (AEM)– Certified Emergency Manager (CEM)
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Business Continuity and Emergency Management
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“For those who know, no explanation is needed.
For those who don’t, no explanation is possible.”
- CAPT Carroll “Lex” Lefon, USN
Contact Information
Contact Bryan:Bryan StrawserPrincipal Consultant & CEOPhone: +1-612-235-6435E-Mail: [email protected]: @bryanstrawser
Learn more about Bryghtpath LLCWebsite: www.bryghtpath.comTwitter: @bryghtpathFacebook: /bryghtpathllc
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Bryghtpath LLC
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