Scenario Planning and Contingency Planning
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Scenario planning is a technique used to learn about the future by understanding the nature and impact of the most uncertain and important driving forces affecting our future, so you can be prepared to succeed in a changing world. Read more.
By na
Financial-related businesses performed admirably after our nation's most serious attack. But there's no such thing as being too prepared
(Added: 27-Jun-2005 Hits: 492)
By John Watkins
For any CEO or CFO who thinks contingency planning is a waste of money, two incidents clearly point out the necessity of a well thought out recovery plan: the August 13, 1990 Wall Street blackout and the April 13, 1992 downtown Chicago flood. In the Wall Street outage 28 firms relocated to hotsites, and in the Chicago flood that number was still higher: 33 firms.
(Added: 22-Mar-2006 Hits: 603)
By Mark Tyler , Jessica Burt
One of the main concerns in any business continuity planning against an influenza pandemic will be the number of employees that may be estimated as likely to be absent from work at the peak of the pandemic.
The level of staff absence from work during a pandemic will depend significantly on the nature of the pandemic virus when it emerges. Therefore, a company’s business continuity plan should have the flexibility to accommodate these ranges.
(Added: 22-Mar-2006 Hits: 536)
By Larry Herriot, CDRP
Business Contingency Planning continually confronts the unlikelihood of a disaster. An interruption could be something related to a winter storm, the loss of electricity to the general area, or the complete and inaccessibility of a facility for an extended period of time. The cause of the interruption doesn't matter, but I assert being capable of gaining management control of the interruption does.
(Added: 22-Mar-2006 Hits: 644)
By Marion H. Long
Effective contingency planning and disaster recovery coordination require expertise in all aspects of disaster management, including avoidance and recovery. It is too late to plan an effective response after a disaster has struck and significant downtime has been incurred. The resulting outage from such a disaster can have serious effects on the viability of a firm's operations, profitability, quality of service, and convenience. In fact, these consequences may be more severe because of the lost time that results from inadequate planning. After such an event, it is typical for senior management to become concerned with all aspects of the occurrence, including the measures taken to limit losses.
(Added: 22-Mar-2006 Hits: 423)
By Don Durfee
When you consider all the bad things that happen to good plans, it's not surprising how often CEOs blame poor performance on poor luck. Product launches flop when customer demand is weaker than expected. A brilliantly conceived merger becomes a value-destroying menace when integration fails. Plans to expand overseas stumble over regulatory issues.
But risk-management and planning experts say such failures are usually predictable, and frequently preventable. The problem is that most planners don't think hard enough about what might go wrong before putting an idea in motion. "There's a natural tendency for executives to focus on the positives of a plan and deemphasize the risks,"
(Added: 31-May-2005 Hits: 683)
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