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If Your BCM Program Were a Publicly Traded Stock, What Would Its Price Be?

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As the CEO of a boutique BCM consulting firm, I am responsible for the global leadership to the entire set of industry practices and horizontal capabilities within our organization. Building the firm over the last 16 years from just my laptop and me to an international consulting firm has been quite the adventure.

So I got myself to think over the past years, if our company were on the stock market how valuable would we be to our shareholders? What characteristics would make our company more valuable over time? Are we executing on these characteristics in a consistent manner? How do I heighten awareness and achievement in these key characteristics?

So, you make ask, how does this apply to me as a BCM Manager? In my humble opinion, you should run your organization like a company. It’s your company and your shareholders are your internal customers. You have a brand whether you like it or not, it may be positive or negative. BCM engages every facet of an organization; programs today must be high performing in a number of key areas:

Audience Knowledge

Do you know your customers? Working across the vast spectrum of industries and clients, we have had to learn to quickly understand the client and their culture. Working in a hi-tech startup environment is a lot different than working in an insurance company that has been in business for over 100 years. Know your customers, their culture and their quirks. Figure out what makes them tick and how you can get the best out of them. Some may require more hand holding than others; some will do it with little supervision or oversight.


Whether you believe it or not, your BCM program has a brand identity associated with it. What words would your stakeholders use to describe your program? Would they say it innovative, consistent and easy to use or would they say it’s complicated, lacks direction and wastes their time? We work hard to build a brand characterized by passion, consistency, timeliness, value for the investment and, most importantly, guaranteed results.


Does your team have a passion for what it does? Is this passion exhibited when you work with your stakeholders?  You need passion to bring enthusiasm to not only your team but also your stakeholders, as the subject of BCM is not something most people jump and down about. Do your best to get your stakeholders passionate about BCM and how it benefits them and the organization. I love to hear when our customers say our consultants have a passion for what they do; it comes out in everything they do and bleeds over to the customer. Find people who have passion; it will yield great results.


Do you provide the same, day in and day out consistency of service to your stakeholders? Or is it, hit and miss depending on the day and person providing the service? Stakeholders don’t want to deal with inconsistency, as their time is so limited. As we have grown at MHA, we have worked hard to bring people and processes that ensure a consistent approach in providing all facets of our BCM services. You have to ensure consistency in approach, methodology, timing and customer service. Inconsistency yields unhappy customers in the long run.


I am a highly competitive person in my personal and professional endeavors. I strive to bring that competitiveness to my organization and the people we hire. We have grown tremendously over the years and it’s been due to our competitiveness and desire to improve. Success breeds more success but it can also breed entitlement and complacency. You have to be thinking not just about this year but 2 years down the road. Don’t let your program become stale, work to improve it, day after day, week after week, year over year. Miniscule improvements can yield Mt. Everest like success over time.


Are you communicating regularly with your stakeholders using multiple channels? We have learned that keeping in touch with our stakeholders and our staff is critical to our success. As the saying goes, “Out of sight, out of mind”. Communicate to your stakeholders regularly using email, electronic newsletters, phone calls, onsite visits, etc. Not everyone will read them but some will; it will heighten the exposure of your brand. We do our best to maintain positive contact with our clients using multiple channels on a regular basis.  My Dad  taught me that the best exposure is the personal visit; the chance to hear what your customer has to say (good or bad) and shake his/her hand. In the end, it comes down to the relationship.


As I have said before, the biggest problem we have seen in BCM programs is not the approach and methodology being used but the lack of leadership by the BCM Manager.   To coordinate the efforts of team members and guide a strategic vision for a brand, someone has to step up and steer the ship. You have to be an expert motivator and know how to maximize the strengths of different team members. Learning how to step back, lead and motivate team members took me some time to learn. You need to know where you sit your people on the bus to make the journey successful but also where to move them or, worst case, have them get off at the next stop. I have learned I am more valuable to the organization providing global leadership and direction than I am engaged in each and every engagement.



Where is Your BCM Roadmap Taking Your Program in 2015?

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Where is your BCM roadmap taking your program in 2015?  Do you even have a roadmap to guide your efforts?  Do you find you and your team  more focused on fighting  day to day fires, dealing with management told you so’s or addressing client audits then setting a plan for heightened sophistication, compliance and maturity.   As the old saying goes, it doesn’t matter what road you are taking if you don’t know where you are going!

We find a good number of BCM programs in all sizes and shapes of organizations with no roadmaps to direct BCM efforts across the organization.  Producing a roadmap based on critical needs, sets the tone for targeted efforts that will bring the biggest return on investment of time and resources. Having a roadmap is a key component of BCM Governance Risk and Compliance (GRC).  The roadmap shows due diligence was conducted in the management of the program and its risks.

But before you have created a proper roadmap, you need to have a good understanding of the state of your program.  Look at the following areas of your BCM program and assess each for successes, weaknesses and opportunities for improvement:

  • Program Administration
  • Crisis Management
  • Business Recovery
  • IT Disaster Recovery

Based on your high level assessment, identify where the strengths, weaknesses and opportunities for improvement lie in each of the four areas.  Prioritize findings by criticality and importance to heightening the sophistication, compliance and maturity of your program over the next twelve months.

Now create a roadmap for the next four quarters to include ongoing BCM activities (maintenance, testing steering committee sessions, etc.) plus critical areas of opportunity you identified in your high level assessment.   You may not be able to get to all of them so further prioritize your list to the most important opportunities that will yield the greatest opportunity for heightened resiliency in the next twelve months.

The roadmap is not a static document; it must be refreshed on a monthly basis based on progress or changes in the environment.  Its purpose is to set the tone and direction for your program, its up to you and your team to execute upon it.


Art of Essentialism BCM Office Leader

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I recently spoke at the DRJ Fall Conference in San Diego on the Art of Essentialism and its application in the BCM arena.  The Art of Essentialism was coined by Greg McKeown and is focused on “Less means More, More Means Mediocore”.  As part of my presentation, I covered what it takes to operate a BCM program based on the Art of Essentialism and its concept of the disciplined pursuit of less.
I believe that the problem in many of the BCM programs we are called to  support in a consultative role is not the program itself but the management of the program by the BCM Office Leader.  In many cases, the program is in chaos with no strategic direction or management.
So what are the characteristics of an Art of Essentialism BCM Office Leader:
  • Uses Metrics to Track BCM Program Performance – Adopt a BCM standard or use a tool like BCMMETRICS.com to assess your level of compliance.  Identify your successes and areas of opportunity.  Focus to high importance, low compliance areas to get the highest Return on Investment (ROI) for resiliency.
  • Manages by High Value Activities (HVA) – Identify what HVA’s give us the highest ROI for resiliency.
  • Positions Right People in the Right Seats – Do you have a personnel depth chart for you and your team members?  You should know where talents lie and how you should assign to your HVA’s.  More people is not the right answer, the right people is the right answer.
  • Develops Strategic Roadmap – Based on our critical needs, a roadmap for 12 to 24 months is developed focused on HVA’s to bring highest ROI.
  • Heavily Invests BCM Personnel Time on HVAs  – Based on personnel depth, personnel are assigned to the HVA’s based on their expertise.
  • Believes in Investing Front End Time with Customers – Time is invested in building the infrastructure  needed to have a strong program.
  • Works like an Intrapreneur – Treats the BCM program as his/her own company with strategic goals and objectives to meet and a focus on resiliency ROI.

The focused disciplined pursuit of less will yield a BCM program that has a high level of resiliency for the most critical business activities and systems/applications of the organization.

BCM Audits Gone Rogue…

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As BCM professionals we have all gone through audits of our programs at one time or another and dealt with the questions, the need for a better understanding of BCM, and the cautious concern waiting for the final report, etc.

At MHA, we are the BCM Office for a good number of our clients.  We manage each program using industry best practices and standards as our measuring stick to ensure the program provides the highest level of resiliency and meets/ exceeds compliance requirements.  We know which of our managed programs are in line with best practices and which ones need more time and work.  Internal and external audits are a part of our daily consulting efforts.

We are finding that a good number of the audits we have recently dealt with have become increasingly inconsistent in their application, findings and outcomes.  Common conditions found during recent audits:

  1. Audit Teams Don’t Read What You Send Them
  2. Lack Intimate Understanding of BCM Industry Standards and Guidelines
  3. Don’t Grasp Difference between Standards and Guidelines
  4. Generate Findings that Often Have Little to Do with Raising Resiliency
  5. Regularly Lose Data/Information Sent to Them
  6. Require Busy Work Generating New Reports or Gathering Useless Data
  7. “Them versus Us” Mentality Leading to Conflict
  8. Infighting Amongst the Audit Team Members

It’s important to state that we are not saying all audits have proceeded in this manner but a good share has progressed in this manner.  What is most interesting to us is we work at programs in critical industries that should have findings but receive none and other programs that are highly sophisticated and mature receiving findings that make no sense.

So, how do we make Audits bearable and consistent as possible?

  1. Due your own diligence before the audit using a BCM GRC tool like BCMMETRICSTM (www.bcmmetrics.com) so you know where you stand (level of compliance and successes/opportunities) before the audit.  Run reports to identify where you are in compliance and where you have big gaps.  Share your due diligence.
  2. Educate auditors in the BCM process and how it’s applied at your organization before the audit starts by having a short presentation (15-20 min) to go over the program. Make sure you are well prepared and use terminology from the standars you are being audited against.  Refer back to the data and information you sent them.
  3. Compile requested data and information in a logical and highly organized manner.  The documents should tell a positive story of your program from end to end.
  4. Don’t attempt to produce documents you know you don’t have at the last minute.  It’s not worth the embarrassment.
  5. Ensure your BCM Office and internal audit have a clear understanding of the program to be able to speak to it as needed during an audit.

What do you do when you disagree with an audit finding?

We have been taught to not push back on audits in fear the repercussions could be greater if we voiced our opinion.  I believe that if you have solid evidence a finding was not merited, push back by all means.  We have cases of management not pushing back for fear of repercussions and then being saddled with needless work that does not raise resiliency of the program.

In closing, we believe working with auditors is a great investment in time that can lead to increased management focus and support when a partnership approach is used throughout the audit engagement.

BIA Alignment? We Don’t Need NO Stinking BIA Alignment!

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Industry best practices recommend that the BCM Office align its organizations Business Impact Analysis (BIA) derived Recovery Time Objectives (RTOs) and Recovery Point Objectives (RPOs) with Information Technology Disaster Recovery (DR) capabilities on a regular basis.  So, here is what are we finding in the industry:  

  • Management does not understand the alignment process and does not recognize its value.
  • The business and IT have different RTOs and RPOs matrices so the alignment process can be somewhat difficult to accomplish.
  • IT does not provide Recovery Time Actuals (RTAs) or Recovery Point Actuals (RPAs) for the critical systems and applications.
  • BIAs are conducted and RTOs / RPOs defined by the business but IT still sets its own timeframes for recovery based on what it can do versus what is needed.
  • The business will reset the RTOs and RPOs to what they can achieve versus what the business BIA derived demands are to continue operations.  They don’t understand that these are objectives and are different than actuals.
  • In limited instances, IT can exceed the RTOs and RPOs but does not communicate it to the business.  They don’t want to be held to it.  

In a perfect world, you should have an alignment meeting at a regularly planned interval (e.g., annually) to identify successes and gaps in business expectations and IT delivery capabilities.  A simple table should be constructed to show alignment and gaps:

Application RTO RTA RPO RPA
System A RTO = 12 Hours RTA = 24 Hours RPO = 4 Hours RPA = 12 Hours
System B RTO = 48 Hours RTA = 24 Hours RPO = 24 Hours RPA = 24 Hours
System C RTO = 5 Days RTA = 5 Days RPO = 4 Hours RPA = 12 Hours

The BIA is conducted for a number of reasons and ensuring alignment across the organization is one of them.    So, get out there and get your systems aligned.

Hiring the Right BCM Consulting Firm…

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So you are looking to hire a BCM consultant for your next initiative.  What characteristics should you look for and evaluate as part of your selection process?  Below are a few items we recommend you consider:

1. Methodology

2. Price

3. Experience

4. Customer Focus

5. Ability to Execute


#1 Methodology

This is a critical aspect of your assessment.  Does their methodology follow industry best practices, standards and guidelines?  Make sure their proposed methodology is in line with the industry to make sure your final deliverable meets your needs and does not produce information that could expose you to additional risks or findings.  Their Statement of Work should be clean, concise and consistent with today’s industry best practices.

#2 Price

Are you looking for the lowest price?  Well, if you are, there is a risk associated with that.   There is a great quote that goes like this:  “If you think it’s expensive hiring a professional, wait ‘til you hire an amateur!”    Our prices at MHA aren’t the lowest, but they aren’t the highest either.  A good consulting firm is not going to be cheap, so don’t expect something for nothing. The price may be higher, but if they are capable they should complete your assignment on time and on budget which can be cheaper than a lower priced firm that goes over budget or produces a poor deliverable.

#3 Experience

Now this can be a tricky one.  Just because a consultant has multiple certifications and 20+ years experience doesn’t mean they can execute when the Statement of Work is signed and they come onsite.  You MUST validate the consultant(s) have the proven ability to execute and produce your deliverable.  Also, if you need a consultant to speak in front of your senior management, make sure they have the requisite personal appearance and presentation skills to be successful.

#4 Customer Focus

At MHA, we strive to build long-term partnerships with our customers and be a “trusted advisor.”  In today’s business world, consultants are often treated as disposable, where companies do everything to get you to the lowest price possible for the maximum number of deliverables.  That is not a good relationship for either party, even though it may seem best for the client.   A good consulting firm will focus on customer service and seek to exceed your expectations.

#5 Ability to Execute

This is where the rubber hits the road.  Does the firm have proven experience executing on their Statements of Work with other clients?  Can they be trusted to execute on your behalf when needed?  Do they have a reputation for exceeding expectations and not just meeting them?  Lastly, a good consultant will push back when he sees you are headed in the wrong direction.  They won’t go in your direction just because you signed the Statement of Work.

A Final Thought

Do we, as consultants, ever fire customers?  Yes!  When I first started MHA, I was terrified to let clients know we didn’t need or want their business.  We now look for MHA to be part of organizations that build successful BCM programs that are best practice, and, most importantly, executable when needed in a crisis.    Good customers and consultants work as partners to meet each other’s needs.



Art of Facilitating a Large Scale Mock Disaster Exercise

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The Art of Facilitating a Large Scale Mock Disaster Exercise

By: Michael Herrera 

We (my brother, who is a Fire Chief at NASA, and I) recently facilitated a large-scale mock disaster exercise that included 60-plus participants and over 10 observers.  Participants included multiple public/private schools (elementary and middle), school administration, emergency services (Police, Fire, EMS, etc.) and external observers such as Homeland Security. From a school and community based perspective it was one of our largest exercises to date.

The art of facilitating an exercise of this size and complexity is a daunting task. Even if the exercise has been designed perfectly, if you can’t lead it properly, it will fail miserably. How many of us have fallen asleep or been bored to death in an exercise?

 So, what do I consider key criteria for being a good exercise facilitator?

  • Dress the Part (Have Command Presence)
  • Smile, Smile, Smile
  • Be Charismatic and Enthusiastic
  • Know Your Exercise Scenario Inside and Out
  • Be Knowledgeable of the Personalities and Capabilities of Key Participants
  • Follow the Agenda, but Go Outside the Box When Needed
  • Know How to Engage the Participants and Ensure Cross Communications
  • Engage Humor to Keep Everyone Lighthearted
  • Look for When Participants Need Breaks
  • Permit Extended Discussions When Merited; Cut Off if of No Value
  • Keep the End Goal in Mind

I could say I have never been nervous facilitating a mock disaster exercise, but I would be lying. I use my nervousness to make me more mindful and focused on my facilitating. I look at the facilitating of a mock disaster exercise like being a storyteller; you are leading the execution of the event from its beginning to its end.

Facilitating a mock disaster exercise is a great opportunity to shine in front of many key people in your organization. Use it to your advantage.



The Art of the BIA (Business Impact Analysis)

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The Art of the BIA

By: Brandon Magestro

The Business Impact Analysis or BIA can be a daunting task for any organization.  As a foundational requirement of any continuity program, it must be completed in order for you to drive the development of plans, identification of recovery strategies, and implementation of solutions. 

As a company, MHA has conducted well over 2,000 BIA interviews.  Over the years, we have developed a highly refined process to plan, conduct and report the results of a BIA.  I expect our staff of consultants to not require more than 3.5 to 4.0 hours of a business unit’s time to complete their BIA.  This includes 45 minutes to complete the pre-work, 2.5 hours or less for the interview and 0.5 hours to validate the results.   Management is now asking us to finish interviews in 1.5 hours!

We have learned that less is definitely more when it comes to conducting BIAs.  Your questionnaire should be in compliance with best practices, but be tightly focused and have limited questions.

Top Reasons BIAs Go Bad

  1. Management and Participant Communication – Management and/or participants are not apprised of the BIA, what is expected and what will be the end game.
  2. Pre-Work: BIA participants do not complete pre-work, don’t complete it on time or it’s so bad that you spend too much time correcting it at the interview and waste valuable time.
  3. Logistics – Conference rooms don’t have the right audio-visual equipment, rooms are too small, people aren’t fed during lunch interviews, etc.
  4. Subject Matter Experts – The right people from each participating unit do not attend and so cannot provide the needed information.
  5. BIA Tool – The tool is clunky, complex, and no one has a clue how it works!
  6. Facilitators – The person or person(s) leading the interview do not have the skills to lead the participants through a real-time session.  It gets bogged down, people get bored or outright irritated.  This is a REALLY dry subject, so if you aren’t charismatic and can’t keep participants focused, it’s not for you.

A World Class BIA

  1. Management & Participant Awareness – Management and participants are involved from the beginning and have a clear picture of what is expected from them in planning, implementation, validation, and approval of the BIAs.
  2. Pre-Work – Easy to complete pre-work is distributed to participants at least 2 to 3 weeks before interviews.   We have them identify their core business processes, systems/application dependencies, and legal/regulatory requirements for each process.   The data is uploaded to our BIA tool to speed up the interview.
  3. Logistics – Conference rooms are staged for each interview; we require a projector or monitor to display our BIA tool as we walk the participants through it.  They see the results of their efforts real time.
  4. Subject Matter Experts – Participants are picked on their knowledge of the business unit and processes; titles are irrelevant if the participant doesn’t know how the processes work or what they depend on.
  5. BIA Tool – The tool is easy to use, calculates Recovery Time Objectives (RTOs) based on input and is easy for participants to follow.  The key here is: EASY TO USE!
  6. Facilitators – Dress to impress, have high energy and enthusiasm to lead the participants. Keep the energy up and they will respond in kind.  Bring a bag of chocolate; people love it.  We use two facilitators, one to lead the discussion and one to enter the data.

Lastly, remember BIAs are never perfect.  But as you conduct ongoing BIAs, the participants will gain knowledge and refine results.  We are just finishing 11 BIAs for a Fortune 100 entertainment company this week; without following the steps noted above, it would have been a disaster.  We know we have done our job when people leave smiling and saying “It wasn’t as bad as thought it was going to be!”


How Do You Measure Up? – Are You a Leader in BCM Governance, Risk and Compliance (GRC)?

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How Do You Measure Up? – Are You a Leader in BCM Governance, Risk, and Compliance (GRC)

By: Michael Herrera

If you’re a BCM Practitioner, you’ve probably been asked this question from your senior management: “How compliant is our Business Continuity program and how does it compare to others in our industry?”  Are you still trying to figure out what industry standards fit your program or are you using inefficient manual tools that are holding you back?  A BCM GRC software tool is something you should consider today.

What the Trends Tell Us

BCM compliance across companies we have worked with has yielded interesting information:

  • Many organizations are afraid to assess their compliance level – better to keep their head under the sand than know the truth
  • Management education is needed to show how BCM compliance benchmarking can be effectively used to manage the program
  • The use of self-assessment tools to measure BCM compliance is non-existent or it is a rudimentary tool with limited functionality
  • The majority of organizations do not have a clear picture of where they stand and/or where their weaknesses or strengths lie
  • Resource time is often being spent on program dimensions that have little to no effect on compliance and resiliency
  • Management is continually asking for compliance benchmarking and reporting, but it doesn’t exist

How A BCM GRC Tool Helps You

In a nutshell, a BCM GRC tool helps you better manage your program by balancing the risks and opportunities of the program. If you’ve devised your own system of assessing your compliance, such as using a manual process, it gets a little trickier to assess and report on compliance on a regular basis.   And if you’ve ever let something accidentally slip through the cracks, you can appreciate a better way to manage your process. Not every GRC platform features questions modeled after industry standards and weighted by importance, permits task assignments, and comprehensive management reporting, but you’ll benefit from choosing one that does. Unless, that is, you have your own personal assistant who keeps you up to date about everything regarding BCM compliance…and these days, who does?

Your Goal Is Compliance and Resiliency

If your goal as a BCM Practitioner – and let’s face it, every one of us has this as a goal – is to raise your compliance and resiliency, you need a reliable system for assessing compliance. A BCM GRC tool can play a major role in making all these business processes much easier.  Let’s say you’ve been asked to assess your BCM compliance. In your BCM GRC tool, you can quickly and easily assess the compliance of the five dimensions  (Program Administration, Crisis Management, Business Recovery, Disaster Recovery, and Supply Chain Risk Management) of your program.  You can attach supporting documentation, so you have everything that relates to that assessment in one handy place.  You can assign fellow planners access to specific programs or grant access to auditors to view reports on your compliance.   You can add tasks and assign responsible parties for resolution to keep the program moving down the compliance trail.  You can run management scorecards and reports on each dimension, outlining the state of the program. This kind of highly valuable data gives a big picture analysis of what the compliance landscape looks like. For example, perhaps the tool identifies your BIA process is critically weak and does not comply with industry standards. This is worth considering. Perhaps it might be time to revise your BIA questionnaire, or look to outside agencies to implement a best practice approach.

Designed for You

The multitude of BCM industry standards is overwhelming even for the experienced practitioner.  But BCMMETRICS makes the process extremely easy to use and administer. Our own BCMMETRICS platform is designed to be simple enough to figure out within minutes.  We offer a free video on BCMMETRICS and overview of the solution on our website.

If you’re serious about succeeding as a BCM Practitioner, make sure you’re using the right tools, like BCMMETRICS. It’s designed to help BCM Practitioners like you be more effective at successfully managing your BCM program through intelligent assessment and measurement. Try a 14-day trial of our paid plans.

If you’re a BCM Practitioner, you’ve probably been asked this question from your senior management: “How compliant is our Business Continuity program and how does it compare to others in our industry? “  Are you still trying to figure out what industry standards fit your program or are using manual inefficient tools that are holding you back?  A BCM GRC software tool is something you should consider today.


Art of Essentialism in BCM – The Disciplined Pursuit of Less

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Managing an enterprise BCM program requires BCM Practitioners to address many program initiatives and tasks that must must seamlessly work together.  I liken BCM programs to a watch with many moving parts;  some critical and others not so critical to its operation and ability to provide accurate time.

In today’s high pressure environment, we see BCM Practitioners being overrun with not only managing the program daily but dealing with external influences (e.g, audit requests, questionnaires, etc.) that take up their time.  Yet, many BCM Practitioners continue to attempt to work on everything at once in an effort to maximize productivity but end up actually producing less and making more mistakes.   Are you and your team experiencing any of these symptoms:

  1. Are you and your BCM team stretched too thin?
  2. Do you simultaneously feel overworked and underutilized?
  3. Are you often busy but not productive?
  4. Do you feel like your time is constantly being hijacked by other people’s agendas?
  5. If you answered yes to any of these, the way out is the Way of the Essentialist.

I have learned from being a BCM practitioner and now running multiple BCM related companies that to be successful you must be mindful;  and more importantly,  be an essentialist in order to not get more done in less time but get the right things done that make the most difference.  A member of my Board of Directors had me create a list of everything I was doing and / or  felt I needed  to do in managing our companies.  The list was exhaustive and made it clear how scattered my efforts were and were not focused on the essential tasks that bring the greatest return on investment to me and our organizations.  Eliminating unnecessary tasks was not easy; it required me to train others to take tasks, hire where possible, outsource to external parties, forget about some and most importantly, trust that the minimum set of tasks was what I needed to do.

 So, how do we apply this to our BCM teams and our programs?  

  1. List all of the tasks you and your team members perform.
  2. Inventory all of the program initiatives (Policy, Plans, Strategies, Audits, BIAs, etc.)  you are working on currently.
  3. Starting with your team member list of tasks, review the list and categorize them by essential and non-essential by looking at tasks permit you to make the highest possible contribution.  Determine what to do with the non-essential tasks (e.g., eliminate, transfer, outsource, etc.).
  4. Based on your review of you program initiatives, which ones provide the greatest return on compliance, resiliency and maturity?  Which ones are window dressing?
  5. Revise the tasks you and your team members will perform based on what is essential and brings the highest possible contribution.
  6. Generate a program roadmap with the most essential initiatives that will heighten the sophistication and maturity of your program.

Essentialism is systematic discipline for identifying what is absolutely essential, then eliminating everything that is not, so we can make the highest possible contribution towards the things that really matter.  By applying a more selective criteria for what is Essential, the disciplined pursuit of less empowers us to reclaim control of our own choices about where to spend our precious time and energy to bring about the highest possible contribution to our team and organization.