Getting executive support for your BCP

By Dan van der Westhuizen, divisional executive: Infrastructure Software Solutions at GijimaAst

How many times has it been said, "There just isn`t enough executive support for a BIA, plan development, or testing?" Budgets are tight, hiring and staffing to fill critical business continuity planning (BCP) roles are stretched thin, and attracting the attention of busy executives is sometimes more challenging than asking for and obtaining that long overdue raise or vacation.

As challenging as it may seem at times, the importance of getting executive support and buy in for an organisation`s BCP programme cannot be understated and moreover is a critical component to the overall success in recoverability and long-term survival.

Without that buy-in from key executives, a business continuity programme at best, will limp along with minimal attention to detail. At worst, it is bound to fail at the least opportune moment placing the organisation in jeopardy. Employee direction, opinion and perception of what is critical and important to an organisation is often taken from the top and promoted based upon the decisions and opinions of executive leadership. If an organisation`s leadership supports a business continuity programme, then the organisation`s employees will follow the lead.

A successful BCP programme ultimately relies on the support given and derived from the executive decision-makers. The following techniques are suggestions to get started in obtaining that important executive support and buy in.

Attempting to tackle and sell an entire BCP programme with all its components, requirements and costs all at once could be asking for trouble. Executive time is usually at a premium and is focused on the day-to-day operations that make the organisation function. Often they have minimal time to discuss a new and long-term programme that might be viewed as "nice to have", but not necessarily a "must have". Instead of presenting the risk assessment, emergency response, business impact analysis (BIA), plan development, strategy and testing together, consider focusing on and presenting just the initial component of the BCP programme. Start with the BIA or risk assessment. Furthermore, provide enough detail on the importance of conducting these initiatives, but be cautious not to get excessively complicated in the detail and risk loss of focus.

In the early stages of BCP, look for ways to present the conceptual aspects and benefits of conducting a BIA. In order to obtain senior management support, present and illustrate the expected benefits resulting from a BIA. These expected benefits include knowledge gained in documenting the critical operational and financial impact exposures, dependencies, resource requirements. Show how that data will help in determining recovery strategies.

Also discuss other valuable organisational information that can be derived from the BIA process. This additional information includes detailed information on process flow engineering that could be used to help validate existing organisational methodologies. This supplementary information from the BIA can be used in a variety of ways to help improve the overall organisation`s business practices.

It is vitally important to identify to senior management what the key elements are that a BIA will help identify and the primary focus of the BIA itself, which is gathering and analysing the critical information needed to make valid decisions to protect the organisation`s business practices and assets. However, use the additional benefits to help sell the programme.

Most people rely on support from others. However, occasionally things are presented to be something that they in reality are not. In getting executive management support and approval in a BCP programme, it is particularly important to be as precise and straightforward as possible about exactly what will occur and not occur with the BCP programme.

In addition, displaying a solid understanding of the specific benefits to be gained from continuity planning will help build confidence in those whose support and approval is needed. Promoting BCP to senior management and presenting the actual benefits without over selling it will assist in shaping a framework of mutual trust and respect. As the programme moves forward this will help to solidify on-going support.

Costs and resources are always an issue. Be prepared with good estimates on the anticipated investment of people, time and money for the programme before approaching the executive team.

There are many resources available in the industry to help determine cost, time and human resource requirements for BCP. Many consulting firms and vendors can assist in this area and provide some realistic estimates on cost and resource requirements for the typical phases of a BCP programme.

The real work begins once a foothold has been established. Often after a BCP concept has been presented, an executive may want to follow-up to discuss the programme. This is where support is either won or lost based upon the availability and commitment of those in charge of the BCP programme. Also be visible to the executive team as a driver of the programme so they understand and recognise the long-term commitment to the organisation`s success.

If BCP was not a consideration in an organisation 10 or even five years ago, then chances are this has changed over the past few years. With increasing geographical exposures, man-made threats and regulatory requirements, the need for business continuity is all adding up to the call for deliberation and action in planning in most organisations today.

The good news is that all of this attention to BCP has had a positive affect and influence by highlighting the need for proactive planning in most organisations. In addition, the increased visibility of BCP has also assisted professionals in getting a place at the organisational table and has helped bridge the divide between those whose role is delivering BCP and the executive teams programme.

The downside is that there are potentially more stresses and pressures put on organisations than ever before. Simply having a business continuity plan in place and tested once every few years is no longer acceptable. Today, annual BIAs and reviews, quarterly plan updates, and bi-annual testing are not uncommon practices in a growing number of organisations. Leverage the increasing visibility of BCP and successfully promote it to executive leadership in order to garner the support needed for BCP.

The success or failure of business continuity programmes hinges on the level of executive support received. Uninterested senior managers will often relegate the program to obscurity. In order to be successful, BCP professionals need to garner executive support - and keep it.