The impact of downtime isn’t just financial—hidden costs can domino so quickly that a company can find itself out of business before the lights go back on.
That’s why it’s important to plan for the worst before it actually happens. One widely quoted statistic from the American Management Association suggests that nearly half of businesses that suffer a major disaster without first having a recovery plan in place never reopen their doors.
At the risk of hyperbole, even minor disasters can grow to be devastating. So why do so many executives refuse to plan? The best time to put a BC/DR plan in place is yesterday—but the second-best time is today.
Here are some thoughts on how to convince your company of the wisdom of planning ahead.
Here’s what to say when you’re making your case.
When pushing for a BC/DR plan, remind execs that business continuity planning can help:
The perception often exists that disaster means an extinction-level event, but the reality is much more innocuous:
Senior leaders who have trouble with what-if predictions might tell you these things can’t happen, but they can—and they do. Who could have predicted, for example, that a volcanic eruption in tiny Iceland would wreak havoc with global air traffic for a month?
Helping senior management see that it makes sense to be prepared for anything and everything is key to your organization adopting a BC/DR mindset.
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