Headline here

1
Ten Minutes to a Culture of Continuity (G10)
Bill Lang, CBCP, MBCI, CBCV Business Continuity
Program Manager VIRTUAL CARE PROVIDER, INC.
2
Objectives

• Ways to start, maintain, and measure your
  organizations culture of continuity
• Conduct short sessions, tests, polls, and surveys
  
• Overcome disassociation
• Objectively measure the cultural change
• Keep the continuity ball rolling

3
Leading Change

• Using John Kotters 8 Step Change Model
• Create Urgency
• Form a Powerful Coalition
• Create a Vision for Change
• Communicate the Vision
• Remove Obstacles
• Create Short-term Wins
• Build on the Change
• Anchor the Changes in Corporate Culture

4
Create Urgency

• During an event is not the time to learn
• Continuity, recovery, and preparedness - part of
  the job
• Are you doing your job as an employee/manager?
• BCM can only facilitate planning
• Struggling through initial exercise reveals needs
  to all
• Only they know how to work without IT
• Drives home the point that practice is needed
• High visibility examples of practice that worked
• Meet business needs
• Competitive advantage, certifications, audits

5
Create Urgency

• The number of declared major disasters more than
  doubled since the 1990s
• Businesses are hurt indirectly when disaster
  strikes customers or suppliers
• 25 of businesses do not reopen after a major
  disaster
• http//www.ready.gov/business/_downloads/mentor_gu
  ide.pdf
• Forty percent of U.S. businesses that suffer a
  major disaster never reopen of the ones that do
  survive, roughly 25 percent close in
  two  years. 
• (Gearing Up, May 15, 2007, Jessica Weidling
  Government Technology)
• http//www.govtech.com/gt/119774?topic117693?utm_
  sourceemutm_mediumenewsutm_contentstories

• Outlook for the unprepared
• Will your family/staff be subjected to the local
  Superdome?
• Personal preparedness is independence from
  assistance
• It is personal responsibility.

6
Rural employees can eliminate hours waiting in
the emergency room through preparedness
Create Urgency
Realities of Rural Emergency Medical Services
Disaster Preparednesshttps//www.llis.dhs.gov/doc
details/details.do?contentID33637
7
Form a Powerful Coalition

• Visibility from all angles
• Executive sponsor actively involved
• Top down
• Key line people actively using BCM
• Bottom up
• Business/clients asking for BCM
• From the side
• Auditors/regulators asking about BCM
• From the back

8
Form a Powerful Coalition

• Fit BCM in with priorities/objectives
• State how BCM can help
• Increase internal/external confidence
• Avoid downtime for the end user
• Prevent help desk calls
• Solve problems
• Save money
• Generate revenue
• Improve reputation

9
Form a Powerful Coalition

• Fit BCM in with priorities/objectives
• Time is at a premium
• Promise short ten minute sessions, tests, polls,
  and surveys
• Provide obvious examples
• Evacuation table top
• Contacting the command center or EOC
• Emergency staff communications

10
Form a Powerful Coalition

• Policies reinforce authority and clarify
  responsibilities
• Laptops, PDAs, cell phones are called mobility
  devices for a reason TAKE THEM WITH YOU
• Personal preparedness is expected
• A lack of preparedness is no excuse and says your
  not dependable
• Alternate staff must be able to follow your
  continuity/recovery doc in your absence

11
Form a Powerful Coalition

• Policies reinforce authority and clarify
  responsibilities
• Familiarity with existing life safety plans and
  company travel
• Security for data and people
• Answering machines and automated notifications
• Circumvented by special answering devices
• Long greetings confuse notification systems
• Results in unhappy manager executing call tree

12
Create a Vision for Change

• A culture of continuity in ten minute sessions
• Use current events as scenarios
• Reward participation
• Report results revealing avoidance
• Integration exercises tie it all together
• Repeat regularly
• Ten minutes at existing meetings
• Lunch and Learn along with quarterly large
  exercises
• Electronic presentations like Youtube and BCM ads

13
Create a Vision for Change

• Greater than the sum of its parts

14
Communicate the Vision

• Dos
• Work the vision into every discussion
• Address concerns and issues
• Apply your vision everywhere
• Walk the walk
• Don'ts
• Compromise the vision
• Make exceptions to participation
• Incorporate suggestions that dilute the vision
• Wait too long between exercises and discussions
• Exclude yourself from participating in the vision

15
Communicate the Vision

• State the tactics and measures
• Tactics
• Frequent short sessions, tests, polls, and
  surveys
• Infrequent combined exercises
• Prizes, treats, fame, infamy
• Measures
• Attendance
• Published after action reports
• Published dashboard showing progress

16
Remove Obstacles

• Overcome disassociation
• May never happen
• Just because no one can tell you when it will
  happen doesnt mean it will not happen
• The buck stops with the decision maker
• People have a great appetite for risk when they
  dont know the price of the meal

17
Remove Obstacles

• Overcome disassociation
• Use reputable probability equations
• Involve local EM to present risks
• People in uniform project authority and expertise
• Use historical cases and local near misses
• It almost happened
• It did happen before
• It happened over there and theyre like us
• Credibility paves the road between what did
  happen and what could happen

18
Remove Obstacles

• Overcome disassociation
• Making it real
• Testimony of victims
• Shocking illustrations
• Explain/demonstrate ten minute approach
• Manageable chunks for a sound bite world
• Creates consistency in BCM processes
• Emphasis unit differences
• You do everything everyone else does except

19
Create Short-term Wins

• Break apart BCM activities into ten minute bytes
• Challenge staff to answer their own questions
• They will have good ideas that can be used
• They will have issues you may not be aware of
• Some people have no credit cards for travel
• More interactive in smaller meetings
• Multiple choice polls for larger meetings
• Surveys when people cant meet

20
Create Short-term Wins

• Break apart BCM activities into ten minute bytes
• Planning
• A few tangible ten minute goals
• Something they should Do or Understand or Have
  DUH!
• Scenario and dialog to meet the goals of DUH
• Realistic, educational, sensible
• Measures to track the goals of DUH
• How many can state what to do?
• How many understand why?
• How many have what they should?

21
Create Short-term Wins

• Example First few steps of an evacuation
• Goals
• Do Get out and check in with manager as safely
  out
• Understand Not checking in as safely out will
  send fire fighters into a burning building on
  search and rescue
• Have Car keys and wallet card with them
• Scenario
• Fire evacuates everyone, reentry estimated at 3
  days
• Measures
• How many can say they should check in and why?
• How many carry their car keys and wallet card?

22
Create Short-term Wins

• Example First few steps of evacuation dialog
• Pretend that the fire alarm went off right now
• What would you do?
• Measure how many know they should check in as
  safely out
• Make sure all understand why they must check in
  as safely out
• Fire crew says no reentry for 3 days, go home
• Ask everyone to take out their car keys
• Measure how many people have them
• Those without keys need to explain how they will
  get home
• Ask everyone to take out their wallet card
• Measure how many people have them
• Those without need to explain what they will do

23
Create Short-term Wins

• Break apart BCM activities into ten minute bytes
• Getting emergency messages and information
• Discuss types of emergency messages they might
  get and how
• Picking up missed emergency messages off the
  message service
• Responding to emergency polling messages
• Where to call if youre not sure whats happening
• What to do if you cant get any information from
  your Command Center

24
Create Short-term Wins

• Break apart BCM activities into ten minute bytes
• Emergency travel arrangements
• How travel may become an action item
• Travel rules and policies
• Funding for travel
• Emergency reimbursement
• What documentation to keep

25
Build on Change

• Tie ten minute sessions together into exercises
• Continually improve the message and delivery
• Set new goals to continue building
• Freshen ideas with new scenarios and rearrange
  sessions
• Publish progress dashboard
• Reward good/expose bad behavior

26
Build on Change

• Keep the continuity ball rolling
• Policies
• Consistency
• Rewards/penalties
• Tangible
• Visibility/fame/infamy
• Competition between areas
• integration testing

27
Anchor the Changes in Corporate Culture

• Infiltrate other processes with BCM
• Implementation processes
• It isnt in production until it has a BCP, DRP,
  BRP
• Change control
• Problem management
• New employee orientation
• Job descriptions and performance reviews
• participation is part of the job
• Other

28

• Questions?
• Bill Lang, CBCP, MBCI, CBCV
• blang_at_vcpi.com
• 414-908-8530
• VIRTUAL CARE PROVIDER INC (VCPI)
• 111 West Michigan Street
• Milwaukee, WI 53203
• www.vcpi.com