For organizations willing to tame operational risks, there is a Sisyphean task that top management often faces—a task as elusive and unattainable as the mythological boulder rolling uphill. The involvement of top management in Business Continuity Management (BCM) is a crucial factor that determines the success or failure of an organization’s resilience efforts. Yet, more often than not, it remains an elusive goal, comparable to the enduring struggle of Sisyphus. Let’s explore why top management involvement seems to perpetually slip away, and how we can overcome this challenge.
The importance of top management engagement in BCM cannot be overstated. They hold the power to shape the organization’s culture, allocate resources, and make critical decisions during times of crisis. Yet, in the day-to-day operations of running a business, the significance of BCM may fade into the background, like a distant echo in the executive corridors. You know… one of these low visibility, unsexy and zero-return projects that no self-conscious executive would care to support…
One reason top management involvement in BCM seems unreachable is the perceived disconnect between strategic objectives and operational realities. Business continuity is often viewed as a cumbersome task, requiring time, effort, and investment without immediate visible returns. As a result, top management may prioritize short-term goals, relegating BCM to a lower rung on the ladder of importance. And damn it! IT will care about BCM!!!
Another obstacle is the lack of awareness and understanding of the true value of BCM. It is essential to bridge the gap between technical jargon and the language of business. Top management needs to grasp the strategic implications of resilience and how it aligns with their vision and objectives. Without this understanding, BCM will remain an abstract concept, forever eluding their grasp.
Furthermore, the complexity of BCM can be overwhelming, leading to a sense of futility and perpetuating the myth of Sisyphus. The ever-changing risk landscape, regulatory requirements, and evolving technologies create an intricate web that seems impossible to unravel. Top management may feel like Sisyphus, forever pushing the boulder uphill, only to watch it roll back down again.
However, there is a glimmer of hope. Just as Sisyphus found purpose in his eternal struggle, top management can overcome the myth of BCM by embracing a new approach. It starts with recognizing that resilience is not a destination but a journey—a continuous process of adaptation and learning.
To engage top management effectively, BCM needs to be reframed as a strategic imperative rather than an operational burden. It should be (really?) integrated into the organization’s overall risk management framework, not as abstract theoretical scenario, but as tangible operational impacts, enabling decision-makers to see the link between resilience and long-term success. Emphasizing the competitive advantages of a resilient organization can spark their interest and commitment.
Additionally, the involvement of top management can be fostered through active communication and collaboration. BCM should be brought to the forefront through frequent awareness sessions, regular reporting, executive briefings, and board-level discussions. It is crucial to demonstrate the tangible benefits of BCM, such as enhanced reputation, customer trust, and operational efficiency. By involving top management in the dialogue, their engagement can transform from a myth to a reality.
Please indulge my slightly provocative style that aimed at capturing attention and stimulating discussion.
