Disasters and Business Continuity Management (2) -

Disasters and Business Continuity Management (2) -

By Roberto Sánchez, RCDD

At this point after almost two weeks after the Great Tsunami in Japan, we have seen in the media everything that is going in Fukushima.

At this point we have heard about water contamination issues, a reduction in meals, however we have not hear yet a cease of communication or downtime –severe- in the Japanese telecommunication nor other industry. Why? Because, believe it or not. They have been prepared to take the hit in the data centres. So their main industries (automotive, white goods, electronics, and so) have had the opportunity to “continue the operation” after the disruption they had.

How have been they able to achieve this?  Well if you have had the chance to meet Japanese people, you have realized that they think different from western´s, let discuss only one issue. In Japanese language does not exit “if I were….” Just, past, present and future verb conjugation; so all their thoughts go straight to solve the future, not to regret what was missing nor forgot. They assume their responsibility straight.

When you are planning to survive (by your own or corporative) you must think how to prevent any issue that seem with no probability but with possibility of happening. Most of us in our countries plan for the next quarter next year and that´s it, because this is the use to be. No downtime (more than a generator´s start up 90 seconds) is considered seriously.

Now, we –in ten years- have suffered terrorism attacks, economy and natural strikes, just in one decade, that have showed us the mankind´s technology vulnerability. So what can we do to avoid or mitigate or reduce or just to have the opportunity to survive?

Well we have to understand that things happen indeed, also disaster (human or natural) and if we want to survive we have to invest in this matter. So first the Risk Analysis is needed for the full organization (or family) then we have to set the priorities to protect, these will give to us a metric of what we have to do in our Business Continuity Plan, set the goals and objectives will be the next, then establish the resources and get a schedule to figure out and carry on all. Then the drafts to assure –like an athlete-that we are READY to respond in case of a downtime.

But of course it is not only a matter of thinking and good intention, not only giving resources (talent, money , time) but choosing the right material, instruments and equipment to get the job –surviving-  done.

Or what is your opinion?

By Roberto Sánchez, RCDD