POR CASO DE USO
This is not a post exclusively about COVID-19, but it is about the larger lesson we need to learn from this pandemic—your continuity plan needs to be flexible enough to handle the new normal of business disruptions.
ARTICLE | 5m read
June 30, 2020
Natural disasters. City-wide power outages. Office-closing accidents. These big, unpredictable regional disruptions are what most leadership teams imagined when designing business continuity plans. And while these unexpected events can radically impact our everyday operations, today’s disruptions to business continuity aren’t what we expected. Rather than a sudden shift, this pandemic has presented the challenge of managing slow build, or domino effect, of disruption.
These threats to business continuity are slow rather than sudden, global rather than regional, and primarily human-centered rather than exclusively environmental or technological. As we all continue to optimize our plans as we go, the key point is that we must continue to prioritize our people as we plan for potential scenarios.
While sudden disasters happen without warning, they also tend to end quickly. This allows you to act decisively on your recovery plan as soon as the sudden disruption is resolved.
However, some of the biggest disruptions to business continuity build slowly and can last indefinitely. While you may not have planned for entire workforces going remote for an extended time, you can plan for how you will continue managing the employee experience through likely winding turns and on the other side of the disaster.
As you scenario plan in real-time, it’s easy to focus on the technological impact. In addition to considering server backups and methods to keep networks online, there are devices to secure, bandwidth concerns to consider, collaboration tools to adopt at a larger scale, and more.
However, we must address the technology through the lens of employee experience. Today’s COVID-19 pandemic is not attacking your data center or your extended network—it’s attacking people. This demands you to empower employees to do their best work remotely for as long as it takes to resolve the situation. While you may have quickly implemented tools and technology to move entire workforces remote, now is the time to evaluate how equipped employees are to successfully utilize that technology for an indefinite period, and how supported they feel to manage work-life integration through all of this.
In addition to evaluating and optimizing your tools and training, continue re-communicating what’s available, and build out policies that empathize with the current employee experience. Each of these steps will help maintain continuity and provide a better work experience in the middle of a tough situation.
One thing about our “new normal” is certain—it’s filled with unknowns. As you scenario plan to minimize future disruption, be sure to consider the threats and disruptions that are ongoing, global, and people-centered. This can empower your employees to not only stay productive during a crisis, but also to work together better and make your organization stronger
As you design your disaster recovery and business continuity strategy, it’s easy to focus on the technological impact of adverse events. There are servers to back up, equipment to protect, and networks to keep online when disasters strike. Replacing or repairing this technology is costly and time-consuming, and any loss in service will certainly impact your operations.
However, the latest threats to business continuity are threats to your employees, not your technology. Today’s COVID-19 pandemic is not attacking your data center or your extended network—it’s attacking your employees as they commute to and collaborate at work. This demands you have a business continuity plan that empowers employees to collaborate and do their best work remotely for as long as it takes to resolve the situation. The lesson here is not to panic, but to prioritize equipping employees with the tools and technology they need to have the best possible work experience in the middle of a tough situation.
One thing about our unknown future is certain—your company is going to face challenges to your business continuity program. As you think about your approach, be sure to consider the new normal of business continuity management by planning for threats and disruptions that are global, ongoing, and people-centered. This can empower your employees to not only stay productive during a crisis, but also to work together better and make your organization stronger.