Improving the practice of continuity through interdisciplinary understanding

Abstract

Organisations are faced with a service environment that is rapidly evolving, increasingly complex and even more taxing on already limited resources. The situation has become highly dynamic and problematic. On top of this, continuity practitioners regularly work alongside complementary disciplines, such as enterprise risk and emergency management, but too often seek uncoordinated outcomes. This paper argues that the uncertainty and complexity of the current environment offers ample space to explore innovations in professional practice. Indeed, embracing this uncertainty could well contribute to professional improvement. The paper also argues that interdisciplinary collaboration can help redefine and articulate the identity of business continuity and its intended outcomes. Situated as preparedness work within one pillar of emergency management, and as operational risk in the field of enterprise risk management, business continuity is uniquely positioned to take on this challenge. As applied within organisations, the scope of continuity work is concurrently broad and narrow, holistic and segmented. Moreover, it influences (and is influenced by) the work of emergency managers, risk managers, supply chain specialists — even lean management practitioners. In short, there is much interdisciplinary space in which continuity professionals should examine opportunities for collaboration.