Responsible directors are increasingly realising the value of creating a business continuity management system as a way of enhancing their commercial advantage and assuring stakeholders of their ability to supply. With business disruptions routinely appearing in the business bulletins, isn't it high time that your business joined them?

Business Continuity has emerged in the last 6 years as a vital element of best practice management for public and blue-chip organizations of all shapes and sizes.

Progressively we are seeing large, established firms go to the wall because they have failed to foresee and prepare for significant disruption and damage. So what can business owners and directors do to ensure their firm won't come undone in these testing market conditions?

The good news is that there are both business continuity solutions and providers available to help business managers safeguard their company from the many and varied hazards and threats they face; but where do you take the first step?

The first step is to decide as a board that business continuity is important to your organization and then put some resources behind that decision.

With resources set aside, you should determine a timescale for improving your organization's resilience to disturbances and determine the scope of products and services that the business continuity programme will cover to help orientate the team that you appoint to create your business continuity policies, strategies and plans.

If you don't have business continuity expertise in house, you probably ought to look to the marketplace for suitable providers that are proven in the design and delivery of business continuity management services for organizations of your size.

With your team in place, you'll need to begin by determining your most important products and services; the things that bring most of your revenue or have the greatest impact if they are delivered or not). Most organizations find that some 20% of activities produce 80% of the benefits that accrue to the organization and those they serve so it's sensible to start with these initially.

Once these critical products and services are captured the team needs to look at the structures, equipment and processes that combine to deliver them; including the supply of raw materials, utilities, key staff, data and premises.

With the business processes mapped out for each vital product or service, you should look for weaknesses within those processes and clarify how they would affect the quality of supply if they occurred.

Once you understand where your business is vulnerable you can build appropriate strategies and plans to reduce the likelihood of those disruptions occurring or their impact: for example if a product depends on availability of electrical power, you might install fallback supplies from another switchboard or diesel generators.

The nature and scope of the strategies and plans you make will be determined by the significance of the product or service and your budget you might choose to develop incident response plans first to mitigate against the disruption whilst you work on building the degree of resilience needed to prevent disruptions.

Often you can significantly reduce the potential damage to your organization's outputs by examining the "what-ifs" so it makes abundant sense to do so; whether you are driven by legislation, competitive forces or plain common-sense.

Go to it today, before circumstances make you wish you had not procrastinated about putting a suitable business continuity management system in place.

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