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Case study

Tooling for optimal resilience

Gert Kogenhop
Journal of Business Continuity & Emergency Planning, 13 (4), 352-361 (2020)
https://doi.org/10.69554/VOZM5865

Abstract

This paper discusses the benefits of tooling as an enabler for resilience management, specifically business resilience. Business resilience entails the integration of different areas of expertise in a joint effort to secure the future of an organisation in a dynamic environment. It requires the right balance of risk management, information security and data protection, business continuity management and crisis management. To ensure that each area of expertise can operate independently within a coordinated framework, the right structure is essential. Much like a carpenter needs a hammer, the business resilience manager requires the right tools. Attention must be paid to collaboration, information sharing and balancing the right level of integration. While the tooling process will not be a panacea for the various challenges facing the business resilience manager, it will, however, be an enabler: it is beneficial, has deliverables and supports management and control.

Keywords: business resilience; tooling; collaboration; information sharing; integration

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Author's Biography

Gert Kogenhop is founder of bcm+, the business continuity management (BCM) consultancy firm. He chairs the Netherlands Normalization Institute’s ISO Business Continuity Management and Crisis Management Mirror Committee and is an Honorary Member of the Business Continuity Institute. Gert has written numerous publications about business continuity and edits the BCM column for a regional magazine on sustainability. He is also Course Governor Resilience Management at the Security and Continuity (SECO) Institute in the Netherlands.

Citation

Kogenhop, Gert (2020, June 1). Tooling for optimal resilience. In the Journal of Business Continuity & Emergency Planning, Volume 13, Issue 4. https://doi.org/10.69554/VOZM5865.

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cover image, Journal of Business Continuity & Emergency Planning
Journal of Business Continuity & Emergency Planning
Volume 13 / Issue 4
© Henry Stewart
Publications LLP

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