Planning Ahead
After a devastating loss the first concern is not the collection of insurance claim, it’s restricting the effects of the accident, minimize downtime and avoid potential collateral damage. A well-thought-out Disaster Recovery Plan – DRP – provides details of steps and procedures to resume normal operation the soonest possible.
Restoring Operations
When a loss occurs, the prevailing perception is that the insurance will indemnify and everything will go their way. Insurance will pay, indeed, according to the contract. However, under the circumstances, of prime concern is how to restore normal operation as soon as possible for maximum efficiency at the lowest cost. How to limit the extent of the loss, reduce downtime, avoid potential collateral damage -specifically, mitigate the consequences of the catastrophic event. Therefore, the need for a DR Plan; well thought through, vigorously tested, possibly revised, continuously updated, that will be implemented immediately once a disruptive incident strikes.
Disaster Recovery vs. Business Continuity
Business Continuity and Disaster Recovery, are closely related practices that describe an organization’s preparation for unforeseen risks to continued operations. In general, disaster recovery refers to specific steps taken to resume operations in the aftermath of a catastrophic natural disaster or national emergency. Business continuity describes the processes and procedures an organization must put in place to ensure that mission-critical functions can continue during and after a disaster. Business continuity, however, also addresses more comprehensive planning that focuses on long term or chronic challenges to organizational success. Disaster recovery is the process by which you resume business after a disruptive event.
Disaster Recovery Plan
Every time executive management teams come across this topic, they ask the same question: “How do we write an effective DRP that is adequate and complete yet not overkill?” There is no one correct answer to the question, because the development of a complete and adequate DRP is largely dependent on the industry the organization serves, the type and complexity of organization, and the number of locations and employees, among other factors.
The details can vary greatly, depending on the size and scope of a company and the way it operates. For some businesses, issues such as supply chain logistics are most crucial and are the focus of the plan. For others where information technology plays a more pivotal role, the DR plan focuses on systems recovery. The critical point is that a good plan prioritizes risks. Plans that address continuity from a physical, IT, and human resource standpoint cannot be developed in isolation from each other.
DRP – The Role of Specialists
The development of a DRP is often considered to be as simple as setting procedures for restoring computer data from backups, and so easy to put together by filling in forms and following ‘how to’ guides on the Internet. And it is delegated to persons who are simply willing to take over.
However – in reality – things are not so simple. Both breadth and depth of expertise are required, as well as specialized knowledge of the specific line of business of the particular enterprise, together with critical thinking concerning long-term developments, risk analysis and priority setting.
It is the role of the specialist risk manager to suggest the objectively optimal methods and procedures, in order to effectively address the most potentially critical risks, at the lowest possible cost to the company.
With care and interest. Not just by filling out a form.
The Time of Crisis
When crisis strikes it is not the time for knee-jerk reactions and spur of the moment improvisations. It is time for implementation of the plan and determination. For those who consider they should be promptly prepared. The time is now.
Who Do You Need
Of course you need people in the business who “know their job”. Most of all, you need someone who cares about your own business, at least as much as you and even more. Perhaps you don’t want some ‘small fry’ because they may not be up to your standards. Nor some ‘big guys’ because then maybe you will be the ‘small fry’.
We believe that you need us.
Yet, what matters is what you believe. So, let’s talk, and find out for yourself about our in-depth knowledge and experience, and above all, our interest in doing business with you.