- Business process engineering
- Program management
Post 9/11 activities within this company led to the creation of formal Disaster Recovery, Business Continuity, and Incident Management functions residing in both IT and business groups. Over the years much progress was made, and these groups still existed as silos. Senior management wanted holistic solutions and a higher level of confidence as to the robustness of business practices.
What We Did
A new organization was created called Operational Resilience combining Disaster Recovery, Business Continuity and Incident Management. The three functions were treated as one program with a clear set of business objectives. Resources and tools were leveraged across teams, and more sophisticated tracking and reporting was implemented. The Operational Resilience group became accountable to the firm-wide Operational Resilience and Risk Management committees.
What We Achieved
89 business delegates were enlisted to sponsor, contribute, validate, and communicate business continuity plans for the company. Key functions were defined for each business group and prioritized across all groups (only groups were prioritized prior to this time). IT Disaster Recovery plans were aligned to business functions and Disaster Recovery tests started to become aligned to Business Continuity plans. Firm-wide Incident Management processes were developed and training was given to all groups. The business Incident Management processes now paralleled the IT Incident Management processes.
|Scope:||Corporate wide exposure, with $160M annual IT spend|
|Impact:||Fewer business interruptions with less impact|
|Duration:||4 months to design and implement|