Each year, Forrester Research and the Disaster Recovery Journal team up to launch a study examining the state of business resiliency. Each year, we focus on a particular resiliency domain: IT disaster recovery, business continuity, or overall enterprise risk management. The studies provide BC pros, DR pros, and other risk managers an understanding of how they compare to the overall industry and to their peers. While each organization is unique, it's helpful to see where the industry is trending, and I’ve found that peer comparisons are always helpful when you need to understand if you’re in line with industry best practices and/or you need to convince skeptical executives change is necessary.
Crises don’t discriminate. Whether they are economic, geopolitical, technological or environmental, you can expect to have to deal with a major one soon. And how well you minimize the impact of that crisis is the difference between achieving your business objectives, and completely missing them, disappointing your customers, employees, partners, and shareholders in the process. Lucky for you (if you believe in luck and not the probability of chance events), Forrester’s risk experts have updated The Governance, Risk, And Compliance Playbook For 2016. I also recently finished a series of reports on the state of business continuity (which I have creatively named part 1, part 2, and part 3) to give you a jump start on your GRC efforts. Below, I’ve highlighted some of our most recent and exciting GRC research:
Aug. 29, 2015 marked the 10-year anniversary of Hurricane Katrina. During the storm and the ensuing chaos, 1800 people lost their lives in New Orleans and across the Gulf Coast. Many of these deaths, as well as the extensive destruction, could have been avoided or minimized if there had been better planning and preparedness in anticipation of just such an event, and if there had been much better communication and collaboration throughout the crisis as it unfolded. Responsibility falls on many from government officials (at every level) to hospitals to businesses to individuals. If there is any silver lining to such a destructive event, it’s that it forced many in the US to be much better prepared for the next major catastrophe. Case in point, in October 2012, Superstorm Sandy barreled through the Caribbean and the eastern US, affecting almost half of the states in the US. The storm caused unprecedented flooding and left millions without access to basic infrastructure and thousands without homes, but this time, about 200 people across 24 states lost their lives.
Each year, Forrester Research and the Disaster Recovery Journal team up to launch a study examining the state of business resiliency. Each year, we focus on a particular resiliency domain: business continuity, IT disaster recovery, crisis communications, or overall enterprise risk management. The studies provide BC and other risk managers an understanding of how they compare to the overall industry and to their peers. While each organization is unique due to its size, industry, long-term business objectives, and tolerance for risk, it's helpful to see where the industry is trending, and I’ve found that peer comparisons are always helpful when you need to understand if you’re in line with industry best practices and/or you need to convince skeptical executives that change is necessary.
This year’s study will focus on business continuity. We’ll examine the overall state of BC maturity, particularly in process maturity (business impact analysis, risks assessment, plan development, testing, maintenance, etc.), but we’ll also examine how social, mobile, analytics, and cloud trends are positively and negatively affecting BC preparedness. In the last BC survey, one of the statistics that disturbed me the most was that very few firms assessed the BC preparedness of their strategic partners beyond asking for a copy of their BC plan. And we all know plans are always up to date, tested and specific enough to address the risk scenarios that the partner is most likely to experience (please note the tone of sarcasm in this sentence). I hope this year’s survey shows an improvement; otherwise, most of the industry is in mucho trouble.
On Monday, Hurricane Sandy slammed into the East Coast of the United States, flooding entire towns in New York and New Jersey, triggering large-scale power outages and killing at least 17 people. The health and safety of individuals is the first and foremost priority, followed by the recovery of critical infrastructure services (power, water, hospital services, transportation etc.). As these services begin to recover, many business and IT leaders are wondering how they will resume normal operations to ensure the long-term financial viability of the company and the livelihoods of their employees and how they will serve their loyal customers.
Most likely, if you have offices that lie in the path of Hurricane Sandy, you are experiencing some sort of business disruption, large or small. The largest enterprises, especially those in financial services, spend an enormous amount of money on business, workforce and IT resiliency strategies. Many of them shifted both business and IT workloads to other corporate locations in advance of the storm, proactively closed offices and directed employees to work from home or a designated alternate site.
If you are small and medium enterprise and, like many of your peers, you didn’t have an alternate workforce site, robust work-from-home employee capabilities, an automated notification system or a recovery data center, what do you do now? While it’s too late to implement many measures to improve resiliency, there are several things you can do now to help your organization return to normal operations ASAP. Here are Forrester’s top recommendations for senior business technology leaders:
At the recent Disaster Recovery Journal Fall World conference, I gave a presentation of the state of BC readiness. I had some great discussions with the audience (especially about where BC should report), but one of the statistics that really stood out for me and I made it a point to emphasize with the audience, is the state of partner BC readiness.
According to the joint Forrester/Disaster Recovery Journal survey on BC readiness, 51% of BC influencers and decision-makers report that they do not assess the readiness of their partners. If this doesn’t shock you, it should. Forrester estimates that the typical large enterprise has hundreds of third-party relationships – everyone from supply chain partners to business process outsourcers, IT service providers and of course cloud providers. As our reliance on these partners increases so does our risk – if they’re down, it greatly affects your organization’s business performance. And with the increasing availability of cloud services, the number of third parties your organization works with only increases, because now, business owners can quickly adopt a cloud service to meet a business need without the approval of the CIO or CISO and sometimes without the approval of any kind of central procurement organization.
Even among those organizations that do assess partner BC readiness, their efforts are superficial. Only 17% include partners in their own tests and only 10% conduct tests specifically of their critical partners.
During the past three years, you may have noticed that security and risk professionals have added a new term to their lexicon – business resiliency. Is this just an attempt by vendors to rebrand business continuity (BC) and IT disaster recovery (DR) in much the same way that vendors rebranded information security as cybersecurity to make it seem sexier and to sell more of their existing products? Some of it certainly is rebranding. However, like the shift in the threat landscape from lone hackers to well-funded crime syndicates and state sponsored agents that precipitated the use of the term cybersecurity, a real shift has also taken place in BC/DR.
If you look up the term “resiliency” in the dictionary, it’s defined as “an occurrence of rebounding or springing back”. Thus, business resiliency refers to the ability of a business to spring back from a disruption to its operations. Historically, BC/DR focused on the ability of the business to recover from a disruption. Recovery implies that there was in fact a disruption, that for some period of time, business operations were unavailable, there was downtime as the business strove to recover. Resiliency, on the other hand, implies that an event may have affected the business’ operations, perhaps the business operated in a diminished state for some period of time, but operations were never completely unavailable, the business was never down.
The current state of business continuity management (BCM) standards? Abysmal. According to a joint Forrester/DRJ study, 69% of respondents said that British Standard (BS) 25999 did not influence or only somewhat influenced BCM at their company. It’s not much better for NFPA 1600, 70% of respondents said that it did not, or only somewhat, influenced BCM at their company. I find this shocking. BS 25999 is one of the most widely recognized standards for BCM worldwide and NFPA 1600 has been popular in the US for years. In addition, the U.S Department of Homeland Security’s Private Sector Preparedness Program (PS‑Prep) recognizes both of these standards for assessing preparedness. If you’re wondering what standards respondents named in the “Other” category, it was mostly the Federal Financial Institutions Examination Council (FFIEC) and NIST. Not surprising but also a little disheartening, it’s clear that unless compelled to do so, most BC professional would not adopt or follow a BCM standard.
Even if you don’t intend to certify to these standards, they should strongly influence your BCM program. Why? It’s because:
They provide a foundation and a common vocabulary for BCM best practices and processes. This is important if you need to implement BCM across a geographically dispersed enterprise or you have to work with a multitude of global partners on joint preparedness.
In a recent Forrester/DRJ joint survey on BC preparedness, of organizations that have invoked a BC plan in the last five years, 37% said that their BC plans had not adequately addressed communication. In my experience, I’ve found that many organizations:
Don’t appreciate the importance of effective communication. Many organizations focus the content of their BC plans and the goals of their BC exercises on the details of recovery procedures but don’t focus on how they will contact and coordinate response teams, employees, partners, first responders and customers. If you can’t communicate, you can’t respond to anything.
Rely on manual procedures like call lists or email alone. By themselves, manual procedures are unreliable, they don’t scale for organizations with thousands of employees (or citizens) and they don’t provide any kind of reporting.
Underestimate the difficulty of communicating effectively under stress. During the incident is not the time to attempt to craft effective communication messages or look for a secondary mode of communication because your first mode of communication (land lines and email) is no longer available.
A recent RFP for consulting services regarding strategic platforms for SAP from a major European company which included, among other things, a request for historical and forecast data for all the relevant platforms broken down by region and a couple of other factors, got me thinking about the whole subject of the use and abuse of market share histories and forecasts.
The merry crew of I&O elves here at Forrester do a lot of consulting for companies all over the world on major strategic technology platform decisions – management software, DR and HA, server platforms for major applications, OS and data center migrations, etc. As you can imagine, these are serious decisions for the client companies, and we always approach these projects with an awareness of the fact that real people will make real decisions and spend real money based on our recommendations.
The client companies themselves usually approach these as serious diligences, and usually have very specific items they want us to consider, almost always very much centered on things that matter to them and are germane to their decision.
The one exception is market share history and forecasts for the relevant vendors under consideration. For some reason, some companies (my probably not statistically defensible impression is that it is primarily European and Japanese companies) think that there is some magic implied by these numbers. As you can probably guess from this elaborate lead-in, I have a very different take on their utility.