Does one of these describe you?
Hiles has designed the book for readers on three distinct levels: Initiate, Foundation, and Practitioner. Each chapter ends with an Action Plan, pinpointing the primary message of the chapter and a Business Continuity Road Map, outlining the actions for the reader at that level.
NEW in the 4th Edition:
Downloadable resources and tools – hundreds of pages, including project plans, risk analysis forms, BIA spreadsheets, BC plan formats, and more.
Instructional Materials -- valuable classroom tools, including Instructor’s Manual, Test Bank, and slides -- available for use by approved adopters in college courses and professional development training.
Andrew Hiles, Hon FBCI, EIoSCM, has traveled to 60+ countries during 35 years, consulting to major private and government organizations and training the next generation of Business Continuity (BC) practitioners.
A graduate of Manchester University, UK, Hiles is a founding director of Kingswell International Limited, a global consulting firm specializing in Risk, Crisis, and BC Management. He has worked with numerous blue chip organizations, including inter-governmental, governmental, defense, aerospace, hi-tech, banking, insurance, oil, gas, energy, manufacturing, pharmaceutical, and retail sectors.
In 1997, Hiles was presented with the Western Press Award for services to business; in 1999 he was nominated for Lifetime Achievement at the first Business Continuity Institute (BCI) Awards ceremony in the UK.
As founding director and first fellow of BCI, Hiles is widely recognized as a pioneer in expanding and advancing BC as a global business discipline:
"Andrew was instrumental in the formation of the Business Continuity Institute and is certainly one of our most celebrated members. In recent years his writings have given great leadership to our profession and even convinced many students to think of BCM as a valuable and credible long- term career option."
--Lyndon Bird, FBCI, Technical Director, The Business Continuity Institute
"At many of the pivotal points of our profession's evolution, somehow Andrew Hiles is right there or very close by. From the beginning he's been at the leading edge, helping to direct and shape our profession into a growing and globally accepted business discipline."
--Phillip Jan Rothstein, FBCI, Publisher and Management Consultant Rothstein Associates Inc.
In 2004, Hiles was inducted into the Business Continuity Hall of Fame by CPM (Contingency Planning and Management) Magazine in Washington, DC, for demonstrating consistent high standards over time and global reach. Among his accomplishments, Andrew:
Founded Survive, the first international user group for BC professionals.
Was founding director and first Fellow of the Business Continuity Institute (BCI), as Member #1; and chaired the certification committee, steering the group from ownership by the user group into ownership by its members as an independent, international professional body. He is now an Honary Fellow.
Was founding chairman of European Information Market (EURIM), the UK all-party working group supporting the UK All-Party Parliamentary Group.
Served on numerous security- and continuity-related working groups, including the early days of BS 7799, which evolved into ISO 27001 International IT Security Standard.
Pioneered international training in enterprise risk management, BC, and availability management in over 60 countries, providing courses in: North America, for the 330,000 members of the American Institute of Certified Public Accountants; UK, for the Office of Government Commerce (the UK Cabinet's provider of advisory services to the public sector) and the Loss Prevention Council; North and South America; Russia; Eastern, Central, and Western Europe; China; the Indian sub-continent; Australasia and the Pacific Rim; the Middle East; and Africa.
After years of working with the traditional practices of business continuity (BC) – in project management, higher education, contingency planning, and disaster recovery – David Lindstedt and Mark Armour identified unworkable areas in many core practices of traditional BC. To address these issues, they created nine Adaptive BC principles, the foundation of this book:Deliver continuous value. Document only for mnemonics. Engage at many levels within the organization. Exercise for improvement, not for testing. Learn the business. Measure and benchmark. Obtain incremental direction from leadership. Omit the risk assessment and business impact analysis. Prepare for effects, not causes.
Adaptive Business Continuity: A New Approach uses the analogy of rebuilding a house. After the initial design, the first step is to identify and remove all the things not needed in the new house. Thus, the first chapter is “Demolition” – not to get rid of the entire BC enterprise, but to remove certain BC activities and products to provide the space to install something new. The stages continue through foundation, framework, and finishing. Finally, the last chapter is “Dwelling,” permitting you a glimpse of what it might be like to live in this new home that has been created.
Through a wealth of examples, diagrams, and real-world case studies, Lindstedt and Armour show you how you can execute the Adaptive BC framework in your own organization. You will:Recognize specific practices in traditional BC that may be problematic, outdated, or ineffective. Identify specific activities that you may wish to eliminate from your practice. Learn the capability and constraint model of recoverability. Understand how Adaptive BC can be effective in organizations with vastly different cultures and program maturity levels. See how to take the steps to implement Adaptive BC in your own organization. Think through some typical challenges and opportunities that may arise as you implement an Adaptive BC approach.
Your challenge is to maintain a good and effective plan in the face of changing circumstances and limited budgets. If your situation is like that in most companies, you really cannot depend on the results of last year’s test or exercise of the plan. People tend to forget, lose confidence, lose interest, or even be replaced by other people who were not involved in your original planning. Jim Burtles explains:
“You cannot have any real confidence in your plans and procedures until they have been fully tested...Exercises are the only way we can be sure that the people will be able to interpret the plans and procedures correctly within the requisite timeframe under difficult circumstances.”
As you do your job in this constantly shifting context, Jim Burtles helps you to: • Differentiate between an “exercise” and a “test” – and see the value of each in your BC program. • Understand the different types of plans and identify the people who need to be involved in exercises and tests for each. • Use the “Five-Stage Growth Path” – from desktop to walkthrough to full-scale exercise -- to conduct gradual testing, educate personnel, foster capability, and build confidence. • Create a variety of unusual scenario plot-lines that will keep up everyone’s interest. • Identify the eight main elements in developing and delivering a successful BC exercise. • Select and prepare a “delivery team” and a “response team” for your exercise. • Make sure everyone understands the “rules of engagement.” • Use the lessons learned from exercises and tests to audit, update, and maintain the plan.
You are well aware that a host of problems may crop up in any kind of company-wide project. These problems can range from basic logistics like time and place, to non-support from executives and managers, to absenteeism, to the weather, to participants forgetting their lines. Throughout the book, Burtles uses his decades of experience working with companies like yours to give you useful examples, case studies, and down-to-earth advice to help you handle the unexpected and work toward the results you are looking for.
Smart Growth accounts for the complexity of growth from the perspective of organization, process, change, leadership, cognition, risk management, employee engagement, and human dynamics. Authentic growth is much more than a strategy or a desired result. It is a process characterized by complex change, entrepreneurial action, experimental learning, and the management of risk. Hess draws on extensive public and private company research, incorporating case studies of Best Buy, Sysco, UPS, Costco, Starbucks, McDonalds, Coca Cola, Room & Board, Home Depot, Tiffany & Company, P&G, and Jet Blue. With conceptual innovations such as an Authentic Earnings and Growth System framework, a seven-step growth funnel pipeline, a Growth Decision Template, and a Growth Risks Audit, Hess provides a blueprint for an enduring business that strives to be better, rather than simply bigger.
Good Profit: How Creating Value for Others Built One of the World’s Most Successful Companies is a nonfiction book that outlines the management strategy of Charles G. Koch, the chief executive officer (CEO) of Koch Industries, Inc. It builds on his 2007 book, The Science of Success: How Market-Based Management Built the World’s Largest Private Company, by including guidance on how to apply his management strategies, and answers questions about Koch Industries’s success and failures…
PLEASE NOTE: This is key takeaways and analysis of the book and NOT the original book.
Inside this Instaread of Good Profit:
· Overview of the book
· Important People
· Key Takeaways
· Analysis of Key Takeaways
This book combines over 500 years of experience from leading Business Continuity experts of many countries. It is presented in an easy-to-follow format, explaining in detail the core BC activities incorporated in BS 25999, Business Continuity Guidelines, BS 25777 IT Disaster Recovery and other standards and in the body of knowledge common to the key business continuity institutes.
Contributors from America, Asia Pacific, Europe, China, India and the Middle East provide a truly global perspective, bringing their own insights and approaches to the subject, sharing best practice from the four corners of the world.
We explore and summarize the latest legislation, guidelines and standards impacting BC planning and management and explain their impact.
The structured format, with many revealing case studies, examples and checklists, provides a clear roadmap, simplifying and de-mystifying business continuity processes for those new to its disciplines and providing a benchmark of current best practice for those more experienced practitioners.
This book makes a massive contribution to the knowledge base of BC and risk management. It is essential reading for all business continuity, risk managers and auditors: none should be without it.