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Mature Business Continuity Programs

Mature Business Continuity Programs. What do they have that others struggle with….?. February 19, 2014 Cheyene Marling, Hon. MBCI. Topics of Presentation. What Distinguishes “Very Mature” Present Findings for “Very Mature” and “Very Immature” Programs

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Mature Business Continuity Programs

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  1. Mature Business Continuity Programs What do they have that others struggle with….? February 19, 2014 Cheyene Marling, Hon. MBCI

  2. Topics of Presentation • What Distinguishes “Very Mature” • Present Findings for “Very Mature” and “Very Immature” Programs • Intangible Skills Needed to Elevate Programs • Stay Ahead of the Game? • Be a Top Talent • Achieve It

  3. Mature Programs -Distinguishing Factors • Increased Visibility • Executive Driven • Corporate Culture • Multiple Disciplines • Highly Integrated • Frequent Assessments/ Audits/Exercises • Controls/ Standardization/ Metrics • Strategic Top Talent – Sought After Intangible Skills

  4. 8% increase in study respondents indicating “Mature” and “Very Mature” since 2009. 45% of the study respondents noted a “Mature” or “Very Mature” program in 2012.

  5. Since 2009 study respondents have indicated that IT/Disaster Recovery and Business Continuity strategies have increasingly supported organizational needs, 8% and 6% respectively.

  6. Program Maturity Trends Reporting Structure • Placement of Program • Increased Visibility • Executive Support • Corporate Culture

  7. Top Department - All Respondents • Information Technology - 25% • Business Continuity Office - 15% • Risk Management - 15% • Top Department - “Very Mature” • Business Continuity Office - 25% • Information Technology - 15% • Risk Management - 15%

  8. Highest Rating for Maximum Visibility – Agree & Strongly Agree • Risk Management - 84% • Business Continuity Office - 77% • Corporate Offices & Operations - both 64% • Finance, Information Technology and Information Security - each 50%

  9. Top Sponsor - All Respondents • CIO/ CTO - 17% • COO - 10% • VP/ Director - 10% • Board/ Executive Committee - 9% • Top Sponsor “Very Mature” • Board/ Executive Committee - 26% • VP/ Director - 14% • CEO - 12% • Senior VP - 10%

  10. 69% of the study respondents with “Very Mature” programs indicated that the program reported to a Board/ Executive Committee/Chief Level while 50% of the study respondents with “Very Immature” programs noted the same.

  11. 70% 40% 36%

  12. Program Maturity Trends Enterprise Integration • Centralize the Program • Multiple Disciplines within Program • Enterprise Driven - Integrate

  13. 70% of all study respondents centralize their program with budgeting and staffing. 54% of those respondents with a centralized program believe it contributes to the success of their program.

  14. 61% of study respondents (16% increase since 2009) noted 5+ disciplines included in the program. Respondents with “Very Immature” programs indicted an average of 3.6 disciplines while those with “Very Mature” programs indicated an average of 4.9.

  15. Program Maturity Trends Assessment and Audit • Frequency • Comprehensive • Leverage Outcome

  16. An overwhelming percent of study respondents with a “Very Immature” program never review and update the BIA for critical processes or non-critical processes, 33% and 50% respectively.

  17. There was an 8% increase of all respondents who agreed or strongly agreed that they are leveraging the outcome of the BIA and/or Risk Assessment compared to 2011.

  18. Resembling the previous BIA chart, study respondents with a “Very Immature” program indicated that they never conduct an internal or external audit, 44% and 50% respectively.

  19. Program Maturity Trends Exercise • Frequency • Methods • Enhance Program

  20. Program Maturity Trends Certify • Controls • Standardization • Measurement

  21. Program Maturity Trends Tangible Skills – Top Talent Management • Certification • Degree • Real World Experience • Leader in Profession • Global Experience • Wide Array of Discipline Expertise • Training Expertise

  22. Certification – Magic Number?

  23. Certifications – Which One?

  24. How Much Education?

  25. Continuity Degrees?

  26. Program Activation

  27. Program Development

  28. Program Maturity Trends Intangible Skills – Top Talent Management • Ability to Engage All Levels. • Understanding a Culture Fit. • Diplomacy. • Be a Leader. • Delivering Business Cases to Executives. • Think Outside the Box. • Consider Your Personal Brand.

  29. Are You A Leader?

  30. Program Management

  31. Presentation Experience

  32. Publishing Experience

  33. Behind the Numbers • 2,260 study participants from over 50 countries • Study is composed of 2 sections – Compensation & Program Management • Compensation: 2,215 participants from 58 countries. • Program Management: 1,106 participants from 35 countries.

  34. Stay Ahead of the Game • What Makes Sense for Your Organization? • Be Strategic! • What will get their focus? • Remember – Enterprise, Highly Integrated & Executive Driven

  35. Be a Top Talent • Always Better Yourself. • Stay Ahead of the Game. • Be a Champion. • Be Strategic. • Take Initiative. • Evolve. • Always be Networking. • Don’t be Afraid to Ask for a Promotion.

  36. Achieve It • Achieve Tangible Skills in Demand. • SWOT. • Evaluate Your Skills. • Career Road Map. • Guard Your Brand. • Always Assess Goals. • Understand When to Seek a New Employer. Don’t Just Jump!

  37. Questions? Cheyene Marling, Hon. MBCI BC Management, Inc. (714) 969-8006 cmarling@bcmanagement.com www.bcmanagement.com

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