Skip to main content
Mobile
  • Finance, Accounting & Economics
  • Global Business Management
  • Management, Leadership & Organisation
  • Marketing & Sales
  • Strategy
  • Technology & Operations
HS Talks HS Talks
Subjects  
Search
  • Notifications
    Notifications

    No current notifications.

  • User
    Welcome Guest
    You have Limited Access The Business & Management Collection
    Login
    Get Assistance
    Login
    Forgot your password?
    Login via your organisation
    Login via Organisation
    Get Assistance
Finance, Accounting & Economics
Global Business Management
Management, Leadership & Organisation
Marketing & Sales
Strategy
Technology & Operations
Practice paper

Building adaptive business continuity plans: Practical tips on how to inject adaptiveness into continuity planning processes

Tracy Hatton and Charlotte Brown
Journal of Business Continuity & Emergency Planning, 15 (1), 44-52 (2021)
https://doi.org/10.69554/TBEX7099

Abstract

With the world becoming increasingly complex and uncertain, the disruptions that businesses face are becoming increasingly unpredictable. Traditional approaches to business continuity planning must therefore evolve to enhance organisational resilience. As this paper will discuss, it is vital to ensure a balance between detailed planning and flexibility and adaptability. This can be achieved through: 1) creating closer links between business continuity and strategic management; 2) embedding a culture of resilience throughout the organisation; 3) decentralising business continuity planning and enabling teams and departments to design and own their own plans; 4) making planning principles- based; and 5) exercising more frequently. This paper argues that planning must be based on principles and outcomes rather than processes, and how it must, to be integrated within broader risk management and strategy functions to be inclusive of everyone, from the staff all the way up to the board. In short, preparedness and resilience must become part of their DNA.

Keywords: business continuity; organisational resilience; adaptive planning; business disruption

The full article is available to subscribers to the journal.

Already a subscriber? Login or review other options.

Author's Biography

Tracy Hatton is a senior research fellow with Resilient Organisations, a research and consulting group focused on helping organisations, industries and economies to thrive in any disruptive environment. As a social enterprise, the group applies business principles to maximising the positive social impact of its work. It conducts robust, original research to advance the ability of organisations to foresee, proactively respond to, and effectively and efficiently recover from disruptions of all kinds. Resilient Organisations also offers services directly to organisations including organisational and employee resilience benchmarking and resilience enhancement strategy development.

Charlotte Brown has over eight years’ experience specialising in risk management, systems thinking, decision making and resilience. As a social scientist with a civil engineering background, Charlotte often works at the interface between physical and social sciences, ensuring a holistic view of resilience problems and opportunities. She is an adjunct fellow with the Department of Civil and Natural Resources Engineering at the University of Canterbury and has previously worked as an environmental and civil engineering consultant. Charlotte is a principal research consultant at Resilient Organisations.

Citation

Hatton, Tracy and Brown, Charlotte (2021, September 1). Building adaptive business continuity plans: Practical tips on how to inject adaptiveness into continuity planning processes. In the Journal of Business Continuity & Emergency Planning, Volume 15, Issue 1. https://doi.org/10.69554/TBEX7099.

Options

  • Download PDF
  • Share this page
    Share This Article
    Messaging
    • Outlook
    • Gmail
    • Yahoo!
    • WhatsApp
    Social
    • Facebook
    • X
    • LinkedIn
    • VKontakte
    Permalink
cover image, Journal of Business Continuity & Emergency Planning
Journal of Business Continuity & Emergency Planning
Volume 15 / Issue 1
© Henry Stewart
Publications LLP

The Business & Management Collection

  • ISSN: 2059-7177
  • Contact Us
  • Request Free Trial
  • Recommend to Your Librarian
  • Subscription Information
  • Match Content
  • Share This Collection
  • Embed Options
  • View Quick Start Guide
  • Accessibility

Categories

  • Finance, Accounting & Economics
  • Global Business Management
  • Management, Leadership & Organisation
  • Marketing & Sales
  • Strategy
  • Technology & Operations

Librarian Information

  • General Information
  • MARC Records
  • Discovery Services
  • Onsite & Offsite Access
  • Federated (Shibboleth) Access
  • Usage Statistics
  • Promotional Materials
  • Testimonials

About Us

  • About HSTalks
  • Editors
  • Contact Information
  • About the Journals

HSTalks Home

Follow Us On:

HS Talks
  • Site Requirements
  • Copyright & Permissions
  • Terms
  • Privacy
  • Sitemap
© Copyright Henry Stewart Talks Ltd

Personal Account Required

To use this function, you need to be signed in with a personal account.

If you already have a personal account, please login here.

Otherwise you may sign up now for a personal account.

HS Talks

Cookies and Privacy

We use cookies, and similar tools, to improve the way this site functions, to track browsing patterns and enable marketing. For more information read our cookie policy and privacy policy.

Cookie Settings

How Cookies Are Used

Cookies are of the following types:

  • Essential to make the site function.
  • Used to analyse and improve visitor experience.

For more information see our Cookie Policy.

Some types of cookies can be disabled by you but doing so may adversely affect functionality. Please see below:

(always on)

If you block these cookies or set alerts in your browser parts of the website will not work.

Cookies that provide enhanced functionality and personalisation. If not allowed functionality may be impaired.

Cookies that count and track visits and on website activity enabling us to organise the website to optimise the experience of users. They may be blocked without immediate adverse effect.