The BP Deepwater Horizon catastrophe cast a shadow on the oil industry and its senior executives. Has the industry learned its lessons or will it be forced to repeat the same mistakes over and over again? Oil company executives and board members should have seen the Deepwater Horizon event is as a wake-up call for the industry. Continue reading
Tag Archives: Geary Sikich
#201 – VALIDATING BUSINESS CONTINUITY PLANS USING FAILURE POINT EXERCISE METHODOLOGY – GEARY SIKICH
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Imagine that your plan has been implemented as it was designed. You and your organization carried out the plan following every detail that was contained in the planning documents. Your plan has failed. That is all you know. Your plan failed. Now your challenge and that of your planning team is to explain why they think that the plan failed. You must determine how much contrary evidence (information) was explained away based on the theory that the plan you developed will succeed if you implement the steps required to respond to a disruption of your business operations. Continue reading
#195 – POTENTIAL ECONOMIC CIRCUMSTANCES OF A PANDEMIC – GEARY SIKICH
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At the time of this writing seasonal flu is spreading through much of the world. The current flu vaccine is approximately 30% effective. Ever since the H1N1 outbreak in 2007 that was declared a pandemic by a reactive World Health Organization (WHO); WHO and Centers for Disease Control (CDC) have been reluctant to move too quickly in declaring an outbreak, whether influenza, Ebola, Norovirus, Adenovirus or any of the myriad of potential pandemic causing viruses a pandemic. Continue reading
#193 – THE GREAT WRECKONING – GEARY SIKICH
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Time matters most when decisions are irreversible
Transparent vulnerabilities are so obvious that they are easily overlooked; they are the ones we:
- see when they are pointed out;
- recognize when we are made aware of them;
- fail to acknowledge, leading to potentially significant consequences when the vulnerability is realized.
#191 – REAL WORLD VOLATILITY – GEARY SIKICH
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In the risk-neutral world, all business and government continuity planning would be risk-balanced. However, in reality, risks, threats, hazards and their consequences change depending on an organizations exposure, sensitivities to impact and other factors. For instance, a natural disaster, can occur without much warning and can have direct and indirect impact on an organization. Complicating the Business Continuity Planners life is a simple fact, events have unforeseen consequences that can rarely be planned for. Continue reading