What
do I do,
really?
By JOHN GLENN, MBCI, SRP
For years I thought I was a busi- ness continuity planner. I knew from the beginning I was more than a disaster ecovery planner, despite my certifications. In fact, looking back on some vintage (circa 1998) promotional material I did for my
then employer, I can honestly
write that I was waving flags
for enterprise, holistic, all-inclusive plans.
Aside from refining my
thoughts a bit and having more
items on my checklist of things
to consider, little changed until a
couple of months ago.
Definitions
I was chatting with a fellow planner, and I was men-
tioning that planners must consider all the risks to an
organization. Operative word is “all.”
Then the planner has to prioritize the identified
risks.
After that, the planner must find ways to avoid or
mitigate the risks.
Finally, the planner needs to develop methods
to respond to the risks if, despite the planner’s best
efforts, the risks stubbornly insist of occurring.
