A Risk Management Approach to Business Continuity: Aligning Business Continuity and Corporate Governance

Rothstein Publishing
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Julia Graham and David Kaye, two globally recognized risk management experts with experience in 50 countries, were among the first to recognize the interrelationship of Risk Management and Business Continuity and demonstrate how to integrate them with Corporate Governance enterprise-wide. They focus on all the factors that must be considered when developing a comprehensive Business Continuity Plan, especially for multi-location or multinational companies. Endorsed by The Business Continuity Institute, Institute for Risk Management, and Disaster Recovery Institute International, the book includes: • Chapter objectives, summaries and bibliographies; charts, sample forms, checklists throughout. • Plentiful case studies, in boxed text, sourced globally in the UK, US, Europe, Australia, Asia, etc. • Boxed inserts summarizing key concepts. • Glossy of 150 risk management and business continuity terms. • Wide range of challenges, including supply chain disruptions, media and brand attack, product contamination and product recall, bomb threats, chemical and biological threats, etc. • Instructions for designing/executing team exercises with role playing to rehearse scenarios. • Guidance on how to develop a business continuity plan, including a Business Impact Analysis. Downloadable Instructor Materials are available for college and professional developement use, including PowerPoint slides and syllabus for 12-week course with lecture outlines/notes, quizzes, reading assignments, discussion topics, projects "Provides clear guidance, supported with a wide range of memorable and highly relevant case studies, for any risk or business continuity manager to successfully meet the challenges of today and the future." --Steven Mellish, Chairman, The Business Continuity Institute
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About the author

JULIA GRAHAM, FCII, FBCI, MIRM, CHARTERED INSURER, has worked in the insurance industry in the UK for 30+ years in a variety of managerial roles, including marketing, underwriting and operations. In the early 1990s, she set up the first in-house Risk Management capability for the multi-national insurance company Royal Insurance. In 1996, following the Manchester bombing, she led the recovery team for the Royal Insurance business in Manchester, one of the most severely affected locations in Manchester and working environment for more than 600 employees.

Graham went on to become the Group Risk Manager for Royal & SunAlliance with global responsibility for operational and strategic risk. This role included the responsibility for establishing policy and good practice for business continuity management across the organization. In addition to the Manchester bomb recovery, which touched aspects of post-trauma, asset recovery and insurance claims management, Graham has practical experience of recovery situations including those touched by asset damage, SARS, employee death, kidnap for ransom, The World Trade Center and the bombings in London July 2005.

An enthusiast for the risk profession, Graham has experience in a number of industry governance roles as an officer of local and national Chartered Insurance Institute committees, the Council of AIRMIC (the UK association for insurance and risk managers), the Board of the BCI (Business Continuity Institute), the Board of the ifs (The Institute of Financial Services) and the UK Advisory Board for SunGard.

A resident of the UK, Graham has worked in all continents of the world and is a regular author of risk management articles. Her conference speaking engagements have included the US, Australia, New Zealand, the UK, Continental Europe and Asia.

In 2004 Graham took a position with the global legal services organization DLA Piper Rudnick Gray Cary as Chief Risk Officer. One of the world's leading legal organizations, her role has covered all aspects of risk management, including operational risk and business continuity management. DLA Piper is a rapidly expanding organization and at the time of publication of this book, Graham's role embraced 23 countries and more than 50 cities.

Graham chaired the team assisting the British Standards Institution (BSI) in creating a British and International Standard for risk management. She is a Fellow of the Chartered Insurance Institute, a Fellow of the Business Continuity Institute, a Member of the Institute of Risk Management and a Chartered Insurer.

DAVID KAYE, FRSA, FCII, FBCI, MIRM, CHARTERED INSURER, spent much of his working life as a resident, and with bottom-line responsibility, for multi-million-pound insurance and financial services businesses in the United Kingdom, Holland, Caribbean and the Far East. A two-year secondment to work with a Police Service reporting to the Chief Constable added further valuable and wide-ranging experiences.

Prior to his death in 2008, Kaye was a global management consultant and a Divisional Director within an multinational group of companies and carried the Group responsibility worldwide for operational risk and continuity planning. In this role Kaye evaluated and managed risk, and also developed and exercised continuity plans. He was required on numerous occasions to implement those plans and lead the response following potentially business-destroying damage by IRA bombs, and by numerous other natural and manmade disasters around the world.

Kaye therefore brought to this book a mixture of wide international experience, a track record of achievements at Board level and as CEO, and also a deep experience of the international world of business risk and its consequences.

He lived in six different countries, worked in 26 countries and led workshops and/or addressed public and corporate audiences on Business Risk in 17. He authored the Chartered Insurance Institute's examination textbook on Risk Management and The Institute of Risk Management appointed him to the new role of lead examiner on business continuity risks. His many articles on risk and related subjects have been published by the Geneva Association and many other magazines and professional bodies.

Kaye also served as a member of the team assisting the British Standards Institute in creating a British and International Standard for Continuity risk management and assisted other industry bodies in a variety of ways.

Kaye was a Fellow of the Chartered Insurance Institute, a Fellow of the Royal Society of Arts, a Fellow of the Business Continuity Institute, a Member of the Institute of Risk Management and a Chartered Insurer.

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Additional Information

Publisher
Rothstein Publishing
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Published on
Feb 20, 2015
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Pages
402
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ISBN
9781931332743
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Language
English
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Genres
Business & Economics / Corporate Finance / General
Business & Economics / Decision-Making & Problem Solving
Business & Economics / General
Business & Economics / Insurance / General
Business & Economics / Insurance / Risk Assessment & Management
Business & Economics / Management
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This content is DRM protected.
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Have you begun to question traditional best practices in business continuity (BC)? Do you seem to be concentrating on documentation rather than preparedness? Compliance rather than recoverability? Do your efforts provide true business value? If you have these concerns, David Lindstedt and Mark Armour offer a solution in Adaptive Business Continuity: A New Approach. This ground-breaking new book provides a streamlined, realistic methodology to change BC dramatically.

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.

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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.
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In 2003, Seth Godin’s Purple Cow challenged organizations to become remarkable—to drive growth by standing out in a world full of brown cows. It struck a huge chord and stayed on the Business-Week bestseller list for nearly two years. You can hear countless brainstorming meetings where people refer to purple cows and say things like, “That’s not good enough. We need to create a big moo!”

But how do you create a big moo—an insight so astounding that people can’t help but remark on it, like digital TV recording (TiVo) or overnight shipping (FedEx), or the world’s best vacuum cleaner (Dyson)? Godin worked with thirty-two of the world’s smartest thinkers to answer this critical question. And the team—with the likes of Tom Peters, Malcolm Gladwell, Guy Kawasaki, Mark Cuban, Robyn Waters, Dave Balter, Red Maxwell, and Randall Rothenberg on board—created an incredibly useful book that’s fun to read and perfect for groups to share, discuss, and apply.

The Big Moo is a simple book in the tradition of Fish and Don’t Sweat the Small Stuff. Instead of lecturing you, it tells stories that stick to your ribs and light your fire. It will help you to create a culture that consistently delivers remarkable innovations.

The Black Swan is a standalone book in Nassim Nicholas Taleb’s landmark Incerto series, an investigation of opacity, luck, uncertainty, probability, human error, risk, and decision-making in a world we don’t understand. The other books in the series are Fooled by Randomness, Antifragile, Skin in the Game, and The Bed of Procrustes.

A black swan is a highly improbable event with three principal characteristics: It is unpredictable; it carries a massive impact; and, after the fact, we concoct an explanation that makes it appear less random, and more predictable, than it was. The astonishing success of Google was a black swan; so was 9/11. For Nassim Nicholas Taleb, black swans underlie almost everything about our world, from the rise of religions to events in our own personal lives.
 
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For years, Taleb has studied how we fool ourselves into thinking we know more than we actually do. We restrict our thinking to the irrelevant and inconsequential, while large events continue to surprise us and shape our world. In this revelatory book, Taleb explains everything we know about what we don’t know, and this second edition features a new philosophical and empirical essay, “On Robustness and Fragility,” which offers tools to navigate and exploit a Black Swan world.
 
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Praise for Nassim Nicholas Taleb
 
“The most prophetic voice of all.”—GQ
 
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“[A book] that altered modern thinking.”—The Times (London)
 
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Howard Marks, the chairman and cofounder of Oaktree Capital Management, is renowned for his insightful assessments of market opportunity and risk. After four decades spent ascending to the top of the investment management profession, he is today sought out by the world's leading value investors, and his client memos brim with insightful commentary and a time-tested, fundamental philosophy. Now for the first time, all readers can benefit from Marks's wisdom, concentrated into a single volume that speaks to both the amateur and seasoned investor.

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Marks expounds on such concepts as "second-level thinking," the price/value relationship, patient opportunism, and defensive investing. Frankly and honestly assessing his own decisions--and occasional missteps--he provides valuable lessons for critical thinking, risk assessment, and investment strategy. Encouraging investors to be "contrarian," Marks wisely judges market cycles and achieves returns through aggressive yet measured action. Which element is the most essential? Successful investing requires thoughtful attention to many separate aspects, and each of Marks's subjects proves to be the most important thing.

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