Yet having such a plan remains unfinished business for many companies, perhaps due in part to the challenges of distinguishing the differences between business continuity and disaster recovery. It is equally important for an organization to devise both of these plans in conjunction as each, on its own, will not be able to provide the level of preparedness and protection today's businesses demand to remain up and running under any conditions. What Is A Business Continuity Plan Bcp Definition the search results are different from what is closest to what you are looking for. Among the most tangible consequences of service downtime, besides the adverse effect on revenues, is the derailment of everyday business systems that help organizations operate productively.
Therefore, a successful business continuity plan delivers more than the ability to restore or recover data; it improves the company's financial performance by ensuring sustained workforce productivity and revenue generation. To improve these odds, organizations should implement a "closed loop" process for deploying and maintaining their business continuity strategies. Most organizations cite downtime and its impact on revenue generation as the major drivers creating demand for a comprehensive business continuity strategy. While any interruption to revenue generation undeniably plays a major role in the need for business continuity, it is not the only factor that should be considered when analyzing the optimal business continuity approach. Arguably, the most important aspect in preparing any business continuity plan is validating the combined technology and business processes to ensure they work together seamlessly.


If weaknesses are exposed after testing and evaluation, it is imperative that the testers react quickly to implement necessary changes in prioritized fashion, through taking careful, calculated steps that consider both technology requirements and business needs. Business continuity and disaster recovery should be thought of not as a task to be completed but as a living and breathing exercise. As the senior vice president of corporate development and strategy, Ken Horner is responsible for the worldwide roll out of BakBone's overall strategy and business development activities that will drive future growth for the Company, and the direct sales development, channel management activities and revenue growth in the North and South America regions. Disaster Recovery Business Continuity Template (WORD) - comes with the latest electronic forms and is fully compliant with all mandated US, EU, and ISO requirements.
Therefore, it is imperative for organizations to not only have a disaster recovery plan in place for the aftermath, but to also implement a business continuity strategy to aid in the complete avoidance of these IT dangers all together. While disaster recovery primarily involves protecting IT infrastructure and data from disabling events after an equipment or site failure, business continuity targets a more comprehensive, business-focused approach for maintaining the availability of mission-critical applications and data in the face of any type of disruption.
There are a variety of intangible costs that indirectly impact the bottom line, which all accelerate the growing demand for greater business resiliency. The Business Continuity Institute suggests business continuity plans be tested fully at least once a year, yet research from Infoconomy revealed only one-third of companies surveyed do so. To create and maintain a business continuity plan that is a corporate must that necessitates a serious commitment of time and resources, making sure all systems and process analyses are performed and then remaining dedicated to supporting all the steps all along the way.


Executives sometimes overlook the often commonplace events such as cable cuts, power outages, computer viruses and equipment failures that can endanger a company's business survival.
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This realization shows the high degree of direct impact that not having a business continuity strategy can have on a company's bottom line.
Pay particular attention to fluctuating business conditions as well as the addition of new technologies and applications. In this capacity, Ken spent four years successfully leading corporate partnering, worldwide market and multi-tiered channel definition, technology acquisition and strategic alliance efforts on a global basis.




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