Business organizations should have plans in place for continuing operations due to unplanned events or disasters.

Resources and Dependencies

Business Analysis plays a vital part in an organization. Especially for management, this is important to the recovery process. Business Impact Analysis (BIA) is a tool used to help control and business continuity planners decide which functions are critical to its continued operation. BIA also identifies interdependencies between parts, which are effective recovery planning processes.

The results present management with a financial basis for selecting the most cost-effective recovery strategies. The team organizes Business Analysis, emphasizing the process of communication between each operation, collecting data, data analysis, and finally, the financial impact for recovery planning.

To deal with any disaster or service interruption, the team is prepared to restore communication as soon as possible. They have to develop a clear set of guidelines for restoring communication and preparing for recovery planning.

Communication & Recovery Planning

Upper management must have in place a plan to deal with service interruption. To plan for service, interruptions identify the types of interruptions, which are possible risks to the organization? For example, any wire service provider is always vulnerable to the possibility of the wires being severed and natural anomalies that can take out the service.

To deal with these types of service interruptions, the organization has well-trained service technicians, a fleet of trucks with boom attachments, tools, and other specialty equipment to restore customers’ quick service. The first line of defense is communication. Communication is crucial because it allows the management teams to be aware of the service interruption. Through management, the rest of the organization personnel will be aware of the interruption in service. The company’s customers also may report a loss of use, such as a disaster.

Customers can use a toll-free 800 number to report customer service issues. It sounds somewhat funny to have a customer call a phone company about a power outage, but it is not out of the question with cell phones’ everyday use. The 800 number could be automated with a message of the outage’s location and a rough estimated time of restored service. The company uses software that extracts the necessary information from the news and gets the information to the area of service required for that particular location.

Depending on the outage’s hardness, service could be restored in a matter of minutes or days. Take, for example, an area that has been the unlucky recipient of a tornado. Service could be out for days. The best way for the organization to get its customers’ message is to use local media sources, television, and radio. This way, the company can give the customers a more accurate restoration timeline once repairs have started.

Designing the Accountable Organization

The second line of service restoration is employees. An organization focuses on a top-down communication approach where all decisions are examined through preparedness, response, and recovery at a lower-middle management level—the lower-level management team with upper-level management and CFO to organize a recovery plan.

Employees are what keep the company going and fix the problems that arise. One of the most valuable employees is service technicians. The service technicians are the skilled employees that restore the service out in the field. They have a difficult job. They are out in all kinds of nasty weather to restore service for customers.

There is no fast way to restore service when the line is severed. Each wire has to be spliced and repaired individually, and depending on what is contained in the bar, hundreds of individual wires are damaged. Whatever the disaster might be, management teams and operational teams must prepare for the challenge, whichever might serve customers. Before organizing a BIA upper management, CFO and security managers collect data from employees on the operational level. This top-down approach provides good communication opportunities at all levels of the organization.



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