Barriers to BCM
A lot can be done to minimise
1) The costs of BCM solutions and consultancy are an obvious issue, 
them for the SME sector by
and one most discussed. Though this does appear to be a common 
denominator, not all SMEs are created equal, and other factors may 
simply keeping the SME issue
also be at play. in mind when going about our
2) While shortage of time or skills is hardly an original complaint, nowhere 
business as usual
is this more acute than among SMEs. Their world is a dynamic one of 
fire-fighting, of movement, of adaptability, of unrelenting pursuit of 
dreams, concepts and ideas – or, conversely, of stagnancy, of burn-outs, 
of personal and business failure.   
The way in is through cooperation and lending a helping hand, through 
understanding the circumstances of a typical SME and the headspace 
of those running them. All are fire-fighters, and every day brings a new 
emergency. While the situation is not always quite so dramatic, there 
are also a good few riding on luck alone. Before attempting to interest 
any small business client in BCM, and getting frustrated at the lack of 
response, it is worth asking if they are ignoring the risks or issues, or are 
simply incapable of proceeding at this moment in time. 
3) The Ostrich response. Although organisations of all sizes suffer from 
this particular affliction, it affects them for different reasons. SME 
owners/managers, unlike their counterparts in bigger organisations, do 
not hide their heads in the sand out of a misplaced sense of security. By 
its very nature, while essential and even reassuring to its practitioners, 
BCM training providers
BCM flies in the face of entrepreneurial spirit, which is adventurous, 
Very few BCM training providers give much
daring and risk-taking. 
consideration to the differences between SME and
corporate budgets (stretched though they currently
  Riding high on adrenaline for prolonged periods of time makes 
are). The ones which do provide SME discounts, or can
acknowledging the possibility of failure, essential to start a business 
be persuaded to do so behind closed doors, fear that
continuity debate, not only difficult but possibly also undesirable for 
publicising them might subject them to fierce price
it might undermine the war spirit needed to succeed at this moment 
competition from their non-SME clients.
Anybody trying to leverage their corporate training
in time, in this particular situation. To engage in BCM, and even 
budget should keep in mind that while a different price
less commonly, to incorporate it across an organisation, is to admit 
structure may apply, so do economies of scale, and that
fallibility, something an SME owner, manager or entrepreneur may be 
trained and aware suppliers are also a business benefit.
reluctant to do.
Different types of return on investment can also be
considered. One training provider I recently spoke to said
4) Confusion over what exactly BCM is. BCM practitioners continue to 
that discounted (indeed, free in this case) SME training
debate the boundaries of risk management, crisis management and 
meant more delegates and better course feedback
business continuity. While such discussions are typical of a relatively 
(however expensive the course, delegates enjoy bouncing
new industry charting its path, if we are only just becoming clear on 
ideas off each other and a half-empty room can be a
show-stopper).
this, how can anybody else be?
Right now, considerable government funds are being
5) Confusion over why BCM is important in its own right. Surely, with all 
spent on SME training to help combat recession and
and any activities single-mindedly focused on survival, all SMEs ever do 
equip the sector with much needed skills for the future.
is business continuity?
With so many opportunities, now is a good time for BCM
training providers to consider getting involved.
6) Lack of true partnerships. Much of the cooperation in place, 
commendable though it is, is also superficial. Much of the corporate 
Local councils
BCM world has little interest in SMEs. A great many SME owners (those 
Local councils may have been given the job of promoting
who do recognise the importance of BCM at least) and indeed BCM 
BCM to local SMEs under the Civil Contingencies Act
2004 but their ideas on how to best achieve this have
practitioners working in the SME sector, are frustrated by the signs 
in some cases so far fallen flat. While their recent
sent to them directly and indirectly announcing they are not worthy of 
investment in BCM materials, training and resources is
corporate time, attention and partnership. 
commendable, and while some SMEs will listen, the
  Conversely, those on the corporate/training/the BCI end truly 
overall take-up is somewhat disappointing. So here is a
e
radical idea: perhaps they should forget about targeting
committed to the cause are coming up against what may seem to 
SMEs directly and look at targeting SMEs’ immediate
be an impenetrable wall of resistance and/or sheer ignorance on the 
sphere of interest instead, finding common matters and
part of SMEs. While there is pretence of partnerships, there are also 
using them as an incentive? Making it real for SMEs
genuine attempts to make them a reality. Tales of true cooperation and 
is key. Encouraging emergency services to plan more
exercises involving local businesses (as they will in real
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2  Continuity  November/December 2009
Cont Nov/Dec 09_insides.indd 28 27/11/09 14:14:09