As an industry professional, you're eligible to receive a printed copy of the journal.

Fill out your address below.

Please reset your password to access the new
Reset my password
Welcome aboard, !
You're all set. We've send you an email confirmation to
just to confirm you're you.

Welcome to DRJ

Already registered user? Please login here

Existing Users Log In

Create new account
(it's completely free). Subscribe

If global organizations didn’t acknowledge the importance of strategic business resilience planning before 2020, they certainly do now. From food manufacturing to financial services, the COVID-19 pandemic has affected every industry and worker. Since the pandemic began, many companies have gone back to the drawing board when it comes to risk management, aiming to develop a robust business continuity plan which fully enables their business to operate even during times of great duress. One of the biggest lessons learned from the pandemic is the necessity for enterprise resilience. We have all heard CEOs discussing their ability to respond to disruptions…


Kim Hirsch

Kim Hirsch is the manager of advisory services at Fusion Risk Management, overseeing the team which provides subject matter expertise to help customers plan, implement, and exercise enterprise business continuity, disaster recovery, crisis management, operational risk programs, and associated components. These include program management and governance, business impact analysis, planning, exercise, crisis communications, vendor management, and program improvement and analysis. Hirsch has more than 18 years of experience in business continuity and crisis management at Fortune 100 companies. Earlier in her career, she gained extensive experience as a vendor manager, giving her a unique insight into vendor issues related to continuity. She is professionally certified as a Master Business Continuity Professional (MBCP), Member of the Business Continuity Institute (MBCI), a Business Continuity Management Systems Auditor, and ISO22301 Lead Auditor.

Build Consistency to Ensure Quality

Service consistency and quality is an expectation of all stakeholders at all times. The people depending on you want peace of mind and no unpleasant surprises. Providing consistent services implies achieving sameness, uniformity, and fairness in the delivery or execution of all service attributes, regardless of time, place, occasion, and provider. The lack of consistent service by the business continuity management (BCM) team is one of the main reasons management and stakeholders get a sour taste in their mouth about business continuity. BCM practitioners must strive to provide a service environment that makes its stakeholders happy and supportive of the need for business continuity.

Develop a Catalog of Services

The first step in providing consistent, quality service is for your office to decide which services it provides and which it doesn’t. Have you identified and cataloged the services your team offers? The following services are among those commonly provided by enterprise BCM offices:

They Called Me ‘The Queen of Doom’
What a ridiculous title – “The Queen of Doom.” But that was my unofficial designation when I worked for the...
Focus Your Time and Efforts in the Right Areas
There are many different components to your BCM program, including your business impact analysis (BIA), recovery plans, exercises, training, and...
Whitepaper: Cloud Responsibly – It Can Be Easier Than You Think
Cloud responsibly means that when you move, manage and use cloud workloads, you’re thinking about data protection. It means an organization is being...