the Soap Box provides you the reader
with an opportunity to speak your
mind on the issues impacting on your
discipline. to air your views contact
nigel allen at nigel.allen@thebci.org
S
oap B
ox
1
k
k
k
Q: is there a suffi cient level of
As has already been mentioned, if Dutch companies are failing 
to make a strategic commitment to BCM at a board level, 
professionalism in bcm?
then it is to be expected that they are underperforming in 
In my opinion it is people that make the difference between a 
terms of their continuity activities at a tactical level. In those 
BCM process that works and one which does not. In terms of 
organisations where a business continuity offi cer or manager 
determining the levels of professionalism which exist amongst 
has been appointed, it is often the case that they will meet 
BCM practitioners, it is necessary to consider the various 
signifi cant resistance to implementing the required continuity 
functions and roles within the BCM process. In my response 
procedures. Since BCM is often regarded primarily as a cost 
to the question posed, I will examine how these functions and 
centre, activities tend to be limited to isolated operational 
roles are embedded in organisations and consider the extent 
initiatives, without any alignment with other processes. 
to which companies in the Netherlands where I am based have  Operational: At an operational level, there is responsibility 
succeeded in embedding these.  for plan development, testing and maintenance. Business 
Within organisations where business continuity is well 
continuity coordinators and/or business continuity specialists 
established, BCM professionals are represented at strategic, 
should have in depth knowledge of the processes that they are 
tactical and operational levels.
responsible for. They act upon the guidelines that are provided 
by the BCM manager in relation to issues such as the MTPD, 
Strategic: In BCM-advanced companies, ownership of business 
the frequency of testing and the use of templates.
continuity is allocated at a strategic level. The board is 
responsible for the overall business continuity strategy and as 
Once again, with so few organisations in the Dutch market 
such is the owner of the BCM programme and is responsible for 
incorporating BCM activities into their general business policy, 
the funding of the process. 
and with limited senior management support, any operational-
level BCM activities tend to be poorly conducted and are 
In most Dutch organisations, I would say that there is a lack 
relatively ineffective.
of strategic ‘know how’, experience and commitment with 
regards to business continuity management. In general, 
In response to the question, I would consider an organisation 
most companies consider BCM to be of minor importance. 
which has appointed BCM responsibilities as a strategic, 
Organisations are generally driven by short-term goals and 
tactical and operational level to be displaying suffi cient levels 
are often not aware of the necessity for effective continuity 
of professionalism in business continuity. In addition, such staff 
procedures and the potential cost benefi ts which such 
should be properly resourced and have suffi cient knowledge 
processes can create. In my opinion, only if there is specifi c 
of BCM processes, with the skills to raise awareness and train 
BCM legislation and regulation, as in the fi nancial markets, will 
people effectively. Ideally, BCM should be an integral part 
ownership of BCM be elevated to a strategic level.  
of the business and if the majority of organisations embed 
continuity into their way of thinking then it will become simply 
Tactical: At a tactical level, business continuity management 
business as usual. We are, however, a long way from this ideal 
is located within the BCM division where business continuity 
situation, and it is clear that, certainly in the Dutch market, 
offi cers and managers are responsible for the development, 
there is still a lot of work to do!
implementation and maintenance of the BCM process. These 
responsibilities may include: aligning all BCM activities across 
Joop FRankE FBCi
various departments/processes; creating and embedding  Joop franke is principal of educational services at the bcm academy in the
awareness of BCM activities; ensuring alignment with  Netherlands. the academy is also located in belgium and germany.
legislation and regulation; and executing risk assessment 
info@bcmacademy.nl
activities and business impact analyses. www.bcmacademy.nl
  Continuity  November/December 2009
Cont Nov/Dec 09_insides.indd 44 27/11/09 14:15:11
Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48