Your 10 step guide to becoming games ready
UK businesses urged to kick-start business continuity planning now to avoid major disruption.
With the start of the Olympics less than six months away, SunGard Availability Services, the pioneer and leading provider of Information Availability and business continuity services, is urging UK businesses to prepare now to ensure they are prepared for the potential disruption caused by the Olympic Games. Whilst no-one can predict how widespread such disruption may be, businesses need to consider the possibilities and arm themselves accordingly.
SunGard, whose heritage spans five decades of ensuring businesses and their data remain constantly available, reports that mid-size and large British businesses have only nine weeks to develop, review and test continuity plans if they are to be 100% sure their business can cope with the potential impact of the Games. The ripple effect of London 2012 stands to be felt across the UK, with organisations impacted across their ecosystems from transport, power or communications disruptions, skeleton staffing, interrupted supply chains and lingering fears of protests or even terrorist attacks. Not to mention the possible denial of access to their offices.
Assessing how the Games will impact a business' location, people, technology, supply chain, security (virtual and physical) and associated HR policies are all crucial areas which need to be addressed. While many businesses have already put plans in place, time is rapidly running out for those who have not. SunGard has developed a 10 step guide, outlined below and available for download at http://www.sungard.co.uk/Documents/10_step_guide.pdf, for those organisations.
"The clock is ticking loudly for businesses which have not yet put plans in place to avoid the potentially significant disruptions from the Olympics," commented Keith Tilley, managing director UK and executive vice president Europe for SunGard Availability Services. "The fallout from disruptions caused or exacerbated by poor or no preparation stands to affect not just operations, but customers, profits and reputation too, which means this is very much a director level concern. What CEO wants an Olympics-related disaster – which with planning could have been avoided – on their hands?"
"This isn't about creating unnecessary unease – we know from five decades of experience that developing, refining and testing business continuity plans can be a lengthy and time consuming processes. But it's a hugely important one; businesses need to see this as a golden opportunity to implement measures that will not just benefit them for two months in 2012 but will serve them for years to come. Public goodwill if they fail to do so is likely to be very scant indeed."
The past couple of years have seen a wide variety of disruptions affecting many UK businesses from natural disasters such as the Thailand floods and the Japanese tsunami through to heavy snow, public sector strikes and the Royal Wedding celebrations. These major incidents have been played out against some of the most challenging economic conditions, when even a minor disruption can very quickly turn forecasted profits or breakeven results into a terminal loss.
SunGard's "Your 10 Step Guide to Becoming Games Ready", which can be found at http://www.sungard.co.uk/Documents/10_step_guide.pdf, covers:
February: Conduct a risk analysis – identify issues and critical processes at risk, understand staff commuting habits. Use own staff or consultancy to make up lost time.
February
continued: Evaluate options, solutions and establish workarounds, staff operational procedures and policies with the business; refresh Incident Management arrangements
March: Source solution resources: extra ports, VDIs, etc, review business interruption insurance
April: Implement and test solutions / workarounds; identify any failings and correct
May: Establish alternative suppliers for sundry items such as water, food, office consumables; order surplus to last 2 months. Test solutions and workarounds to ensure success
June: Remind and communicate final policies to staff and benefits to stakeholders
July: Implement proactive measures and be in a high state of incident management readiness to react to events
August: Implement proactive measures and be in a high state of incident management readiness to react to events
Sept: Stand down from a high alert state
October: Review and apply new capability to deal with other disruptions
