32. Resultaat van dit BCP : Het doordacht treffen van maatregelen om bij “alle ernstige storingen ” de continuïteit van kritische bedrijfsprocessen , die gebruik maken van informatiesystemen, binnen de maximaal toegestane uitvaltijd te waarborgen. Van onbewust risico lopen… naar bewust risico nemen
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34. Punt van … Minimale Miserie Time to recover GELD € Hoe sterk is de competitie ? Hoe loyaal zijn uw klanten ? Hoe gemakkelijk kunnen ze overlopen ? Heb je zelf een alternatief verkoopskanaal ? K O S T VERLIES Accepteerbare downtime Spendeer méér Verlies minder Break even Spendeer minder Verlies méér
35. « Betaalbare » Recovery Kosten in Functie van vereiste recovery delay « Continuity Services » Time 4h 8h 24h Days « Disast.Rec.Services » Kost in M€ Recovery Solution Business VERLIES Gemiddelde kritikaliteit NIET kritische Activiteit Kritische Activiteiten - Dealing Room - E-commerce - Critical Process (SAP, weborders…)
36. Maximaal toegestaan VERLIES aan DATA Maximale toegestane UITVALTIJD 95 % van de bedrijven zegt: « GEEN » data verlies: 0 RPO < 1dag Wil u bij die 5 % horen ? 60 % van de bedrijven: RTO < 1 dag Waar staat u vandaag ? En volgend jaar? RPO RTO
37. Last Backup Business activity Normal Level Time RPO Recovered Minimum Level Maximaal toegestaan VERLIES aan DATA HW SW DATA backup TEST DATA Recovered since T=0 RTO RMO Maximale toegestane TIJD voor een “outage” T = 0 T - 1 T + 1 Back from T-1 point Back at T+1 point, But in RMO mode Plan for Disaster = Recover faster !! RPO, RTO, RMO… concreet
40. Een MODEL voor Business Continuity Plan Business Impact Analysis Risk Analysis Group Plans and Procedures Business Continuity Planning Initiation Risk Reduction Implement Standby Facilities Create Planning Organization Testing PROCESS Change Management Education Testing Review Policy Scope Resources Organization Ongoing Process Project Source: Gartner What+How Much Is at risk Recovery Strategy
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42. DAT bepaalt immers “de beste” oplossing most appropriate solution KIJK UIT voor… De richting van de ASSEN Bepaal uw 'Accepteerbaar Risiko' : Zelfde verhaal, focus op DATA-OPSLAG
47. Bene Bailleul [bajul] Pecha Kucha [petsja-kutsja] (prietpraat of 20 * 20 sec) 02/06/10 - Gent
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67. ub eon |Business experts gr oter dan de som der delen www.ubeon.com
68. Agenda voor de komende 6 minuten . Wat is ubeon|business experts? Wat biedt ubeon aan? Hoe werkt ubeon? www.ubeon.com
69. Permanente Samenwerking voor diensteninnovatie www.ubeon.com Workshops Advies Toolkits Coaching Programma management Projecten Publicaties ubeon academy Verandertrajecten
70. Samenwerking tussen Thema Experts Internationale Projecten Motivatie Change Innovatie Sales MVO Finance Leiderschap Samenwerking Marketing www.ubeon.com
71. ubeon aanbod Organisatie . organisatie- en veranderingswerk Project- en programmastructuren Structuren voor open innovatie en samenwerking Financiële en administratieve processen LEAN Six Sigma procesoptimalisatie Change en Communicatie … www.ubeon.com
79. ubeon hefboom voor experts . bi ds: grotere opdrachten in « consortium » in novatie: spontane combinatie van expertise kl ankbord: open feedback le rend netwerk: constante kennis- en informatiedeling st abiliteit voor groep en individueel www.ubeon.com
81. CERTIFIED NLP TRAINING SYSTEMIC NLP PRACTITIONER www.ubeon.com/NLP Voor wie systeemdenken en NLP wil toepassen in business ! SYSTEMIC NLP PRACTITIONER Opleiding start op 15 oktober 2010
82. CERTIFIED NLP TRAINING SYSTEMIC NLP MASTER-PRACTITIONER www.ubeon.com/NLP Voor wie duurzame verandering wil inleiden d.m.v. waarden , overtuigingen , identiteit en spiritualiteit . SYSTEMIC NLP MASTER-PRAC Opleiding start in april 2011
83. Voor permanente groei Word ubeon business expert www.ubeon.com
84. Voor ad-hoc samenwerking Top expertise nodig om jouw offerte en dienstverlening aan te vullen? www.ubeon.com www.ubeon.com
85. uCoach Summer Bootcamp www.ubeon.com/uCoach Leer snel essentiële coachingvaardigheden a.h.v. ervaringsgerichte opleiding! uCoach Summer Bootcamp Van 18 tot 20 augustus 2010
86. Voor business development Marktverkenning en -ontwikkeling voor jouw dienst? Jouw business-idee leefbaar maken? www.ubeon.com www.ubeon.com
87. Peter Blokland 06/06/10 +/- 30 Jaar Student - Piloot - Stafofficier K.Mil.School Licentiaat Militaire & Luchtvaart Wetenschappen Luchtmacht - Officier Piloot Instructeur Stafofficier - Training Command Smaldeelbevelhebber (5 th Sqn) Stafofficier – Luchtmacht Staf Preventie en Luchtvaartongevallenonderzoeker Stafofficier – NATO – SHAPE - NUCOPS
90. Een passie voor … Excellence “ De uitmuntendheid van vandaag is de middelmatigheid van morgen. Het komt er op aan om continu te verbeteren!” Peter Blokland
142. De wereld is aan het veranderen, als je aandachtzaam bent en goed luistert kan je het horen
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177. Social Media and Networking Governance Who is hanging out your dirty laundry? Vanguard Leadership March,2010 (c)
178. What is social media? Vanguard Leadership March,2010 (c)
179. Overview of players in the social media/networking market More and detailed information available upon request Vanguard Leadership March,2010 (c)
180. Social Media and Networking is of all ages! Vanguard Leadership March,2010 (c)
181. "Cisco just offered me a job! Now I have to weigh the utility of a fatty paycheck against the daily commute to San Jose and hating the work.” Vanguard Leadership March,2010 (c)
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184. Social Media in your company... Social networks are being blocked Social networks are open Guidelines are needed!
185. Process to implement a Social media plan and policy Awareness Building Inventory Social Media Policy Training Monitoring Goals, Objectives, strategy Teams Ambassadors Project: define – roll-out
196. Leads Welcome... Finders Fee available... Contact me Mic Adam – Vanguard Leadership at info@vanguard-leadership.be Phone: +32 478 50 41 35
Notas del editor
Zelden wordt je de eerste dag populair bij de invoer van BCP Na een paar confrontaties met harde realiteit en het soms absolute gebrek aan gezond boerenverstand-oplossingen wordt dit snel beter ervaren ! Calamiteit = “INTern”, eigen resources related Ramp =“EXTern”, natuurgeweld
Zelden wordt je de eerste dag populair bij de invoer van BCP Na een paar confrontaties met harde realiteit en het soms absolute gebrek aan gezond boerenverstand-oplossingen wordt dit snel beter ervaren ! Calamiteit = “INTern”, eigen resources related Ramp =“EXTern”, natuurgeweld
This exercise is an important requirement in establishing the location for a continuity foundation that tends to all of your business needs. However, once you establish the point at which you understand the investment your business continuity solution requires, you may find that your business needs extend past the point of a comfortable breakeven point. You may also need an answer to the question concerning the strength of the competition and their ability to win over your customers while your business is down. Even if you’re down for only a few minutes, a lost business opportunity still means a lost customer. That’s why it’s a business imperative to protect yourself against the damage of downtime before it occurs. [This slide is built with three transitions.] [Click 1] The longer a business process is unavailable, the greater the losses. [Click 2] The faster you want to recover, the more it costs. [Click 3] There is a point at which the potential loss equals the cost of recovery. This is one way to determine how much to spend on your plan and how long the process is allowed to be unavailable.
Alles hangt natuurlijk af van waar je de baseline trekt: het is evident dat Business Continuity voor deze Telecom-man en anders uitziet dan wat je in Europa redelijkerwijs mag verwachten.
Conclusion: An increase in e-commerce related risk broadens the scope of business continuity planning. The foundation of BCP success is senior management sponsorship and participation. The business impact analysis (BIA) is the most critical step , as it identifies what and how much the enterprise has at risk, as well as which business processes are most critical, thereby prioritizing risk management and recovery investments. ** Direct financial impact will arise via lost sales, increased costs of working, material losses or other loss exposure. ** Indirect financial impacts, e.g. reduction in future earnings, may arise in the longer term via loss of customer confidence or competitive advantage or damage to the brand value. In a 1997 study, Knight and Pretty observed an immediate decline in share value equivalent to the material loss. They argued that share price recovery is, to a large part, dependent on investor confidence in the management to effect a recovery. Skipping the BIA because it involves senior management participation often results at the end of the planning phase in only the costs of risk mitigation being presented, with no convincing indication of what is being protected. Risk analysis identifies the vulnerability of the enterprise to different categories of risk and its probability. The recovery strategy outlines in broad terms the approaches to risk mitigation, incident management and recovery from the incident. Detailed plans and procedures are then created by those responsible for the daily operation of the processes. The recovery process must be tested. Last, and NOT least, a process is established to keep the plan up to date. Action Item: Use a formal BIA and risk analysis as the basis for building business continuity plans. Through 2003, only 25 percent of large enterprises will leverage their year 2000 continuity planning efforts and improve the overall quality of business continuity programs and plans (0.8 probability). By 2003, there will be a polarization in recovery windows, with critical business processes and application systems requiring recovery in under 24 hours and noncritical ones requiring recovery in four days or more (0.8 probability).
Bewustzijn AWARENESS IMPACT ASSSESSMENT
06/06/10 BYAZ - Het KARAF model - door Peter BLOKLAND
06/06/10 BYAZ - Het KARAF model - door Peter BLOKLAND
Begroeting – dank voor interesse. Ik wil u vandaag vertellen wat Business Intelligence precies is, en wat het kan doen voor u. BI is nuttig voor iedereen die business doet, en dus zeker ook voor de KMO.
Wat is Business Intelligence nu precies? Overgenomen uit wikipedia staat BI voor ....
Het gaat dus om gegevens omzetten in informatie. Informatie betekent kennis en kennis zorgt ervoor dat we sneller onze beslissingen kunnen nemen. Je hoeft niet telkens opnieuw cijfers te kopiëren naar excel, berekenen, becijferen, een grafiekje maken, misschien wel een fout typen, ... Je hebt steeds een handig overzicht van de cijfers die er voor jouw toe doen, real time. Zoals het nu is.
Sneller beslissen dus!
Wanneer kan je Business intelligence gebruiken? Voor al jouw ‘Business challenges’. Je uitdagingen zeg maar. Misschien zelfs frustraties. Gebrek aan voorspelbaarheid. Om doelstellingen te maken voor je firma heb je een goede kennis nodig van welke evoluties te verwachten zijn. Gebrek aan verantwoording. Wie is verantwoordelijk voor welk resultaat? Gebrek aan overzicht. Kan je de volledige organisatie in kaart brengen? Wat beïnvloedt het uiteindelijke resultaat? Hoe loopt de verkoop in welke periode van het jaar? Welke producten scoren best en waarom? Kortom, op basis van het verleden vooruit gaan kijken.
In plaats van uit te gaan van je buikgevoel of je ‘voelsprieten’ ...
Onderbouwde en juiste beslissingen nemen.
Business intelligence start bij het stellen van de juiste vragen. Wat wil je gaan opvolgen, wat wil je gaan vergelijken, op welke parameters wil je gaan zoeken, filteren, enz. Per ‘vraag’ zijn er bepaalde omgevingsfactoren. Meestal is er een tijdsaspect. Periode van het jaar: kerst, pasen, enz. Maar ook vakanties, weersomstandigheden. Omgevingsfactoren geven een extra dimensie aan je cijfers.
Tijdswinst: sneller beslissingen nemen Correcte informatie: real time, één versie van de waarheid Flexibiliteit: sneller inspelen op de markt Kost efficiëntie: kosten precies opvolgen, budgetten beheren, ... Leidt tot besparingen!
Here’s 10 reasons your CIO should not block Social Networking. 1. Innovation and Idea Incubation – With the Rapid pace of today’s environment the future of your company may depend on it. It’s where both industry and new ideas are being born. 2. Real customer interaction happens – whether or not you are there, your customers are there and they are either praising or bashing your product and looking to engage. Is someone there set to monitor it… at a minimum? 3. Social Networking – Think of the networking. Getting like people together. Your engineers and specialists need to be connecting with their industry and sharing ideas. 4. If you think you can block it with a proxy or firewall rule it will happen anyway – This is the 21st century and people have mobile devices and will likely be on it at home, which you can’t block anyway. How much better would it be if you could use the positive energy and at least coach the people on how to use it properly including time management. 5. Training and Expertise – Business is transforming at light speed. By leveraging what is happening your business can be taught to be more agile. You’d be surprised how much the ideas of the consumer social web translate into the enterprise social web. 6. It’s not going away – while it will most likely be transformed, social networking is advantageous for those that take advantage of it. As a platform for a CIO, it becomes a great way to become more approachable and scalable even more human. Your ability to connect and network with your employees can be appreciated as you share your thoughts on a blog and make an accessible profile. 7. Data Mining – Stop looking at Twitter as noise and people just chatting about what they ate for lunch, and do some searching, some topic trending, and build some charts. Look at Topsy search on your favorite terms and be blown away. 8. Community – When you start to look at what you could be building by simply catering to the needs of your product community. There’s a lot of reasons you want a community. Not just the obvious feedback, and research, but less understood changes in the heartbeat of your market. Awareness of trends, market awareness, and news. 9. A major shift has happened… The Web has transformed – Do your IT, Marketing, and HR departments and product business units get it? Do they understand how they can take advantage of it? There’s a competitive edge, is it understood? 10. Your Departments have reasons that will not be well understood by IT – HR has recruiting needs, Marketing has research, R&D has research, PR has some tracking they need to do. If it’s all blocked, they will find other ways of doing it, or live in ignorance, or pay someone else to gather and trust someone else's data. Oh, and as well, these are the obvious uses. There are likely way more reasons that each department could find that either research or engaging their customers or clients ads real business value that would be extremely expensive and slow by other means. All this social networking… With SharePoint 2010, will your company know how to leverage the technology? The transformation in the consumer world will provide a shot in the arm to boost enterprise social platforms. Enterprise corporate *Governance* and company culture are going to be KEY to that success. While simply blocking it won’t solve the problem and in fact may exacerbate the problem, forcing employees to reach out in more untraceable manner. Policies, practices are really the only things ultimately that you can do. Blocking it won’t solve your concerns, it will make your employees feel like you are out of touch, and old fashioned… and despite whether you get it or not, they’ll think you don’t. As they update their status on their mobile phone… my CIO is out of touch!