Occasionally when I meet a client to discuss continuity planning, I am met with a board who have another agenda, but it becomes clear quickly. I either get enthusiastic buy in from the board or just one director has been delegated to deal with it and the remainder can’t get out of the room quick enough.
In these cases, the organisation is often “ticking a box” for a regulator or a customer. They want a continuity plan, because they need to show it to someone else, but they aren’t really interested in its impact within the business and certainly don’t want to waste time, personnel or resources on it.
I will always try to get the organisation to understand why resilience is so important and what my part is in achieving a solid result, so that continuity becomes business as usual within that organisation.
If I can’t, then I will respectfully decline the opportunity, as I will end up doing a bad job, purely because the client doesn’t want to #justkeepgoing and that’s not good for my reputation.
The first step is always POLICY & PROGRAMME MANAGEMENT, and without enthusiastic buy in from the board, including a desire to achieve enhanced resilience and allocate appropriate resources to the task, the opportunity is lost on day one!
Have a great day