Page 30 - PWM2023_December EBook

BETTER BUSINESS

Critical

thinking

In On the Origin of Species Charles Darwin points
out that it’s not the strongest or most intelligent of
the species that survives, but the one that’s most
adaptable to change, by Adam Bernstein

T of Inoni, a business continuity con-
he same holds true for Management discipline with
businesses, especially benefits
manufacturing businesses
John Robinson, managing director
where cost – in the form of
plant – and start-up time is
more illiquid than for
ity planning (BCP) is a management
knowledge or people-based sectors. sultancy, says that business continu-
discipline that sits alongside others
Change comes in many forms: such as risk, compliance, and infor-
developments and disruptive tech- mation security. Robinson says: “It is
nologies; changing economic, politi- not generally viewed as a bottom-line
cal and legislative landscapes; the contributor but has an important
interaction of individuals and busi- part to play in establishing capability,
ness outcomes; etc. But just as these trust and confidence in your busi-
influence the prosperity of a busi- ness.”
ness, so disasters, especially those Similarly, Graeme Lipman, a
that occur without warning, can fell finance specialist and director at
an organisation. BTG Advisory who advises BPIF
Fire, flood, IT failure, personnel members, defines it as “the process of
matters, the increasing threat of preparing an organisation for
cyber attacks, and the prospect of unplanned disruption by identifying
another pandemic, etc, as well as and addressing the potential threats
issues relating to public affairs can be and vulnerabilities of the business”. ing a well thought-out plan in place ahead of time could help pave the way
destructive and strike at the most Simply put, he says that “a robust back to success if disaster strikes”.
inopportune of times. business continuity plan puts an He says too that by anticipating likely threats, firms can get one step
Indeed, the sector has suffered. In organisation in the best position pos-
June this year, a fire at business ser- sible to survive during times of adver- ahead and reduce the likelihood of them occurring in the first place, or at
vice provider Paragon’s inbound mail sity”. least help to mitigate the effects if they are ultimately unavoidable.
site in Leicester effectively destroyed BCP sits alongside insurance, “Crucially,” he says, “a business continuity plan frees firms from having to
much of the facility. Notably, although Robinson notes that many make critical decisions in the midst of a disaster when thinking and judge-
Paragon invoked its disaster recovery manufacturers assume it will have ment are more likely to be impaired.”
plans and its customers were made little relevance for them. “They ask To work well BCP needs continual top-level backing, an owner and a
aware of what had happened. how can a paper plan recover a pro- budget. At its simplest, a BCP manages exposure to continuity-threatening
A month later, in July, corrugated duction facility that requires compo- events. Says Robinson: “It’s like life assurance: while you hope never to use
box specialist Lionkent was among nents that have a six to 12 months it, BCP assures shareholders and trustees, regulators, insurers, prospective
dozens of businesses impacted by a order lead time?” and live customers, suppliers and employees. It makes them happy to
devastating fire at a Hertfordshire To detractors, his response is that invest in you.”
industrial estate. The company’s unit BCP equips a firm to answer the del- Practically speaking, BCP in a disruption situation can save lives and
on the estate was affected even uge of questions posed during a cri- livelihoods, helps avoid knee-jerk reactions, buys time, reduces error, sim-
though it was some distance away sis, but in relative comfort. It puts plifies the chain of command, and can keep customers on-side.
from where the fire broke out. The firms in control, buys time and builds But in times of normalcy, BCP develops capability, so people know what
roof had partially collapsed. confidence. Lipman warns that while to do when called on; builds in organisational resilience; inspires customer
And there are plenty more exam- not having a continuity plan does not confidence; builds confidence of investors and suppliers alike; and can
ples once you start looking for them. automatically result in failure, “hav- ensure supply chain security and order fulfilment.

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