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Moving to a New "Business as Usual" after COVID-19

In this session, we discussed the opportunities and challenges for organizations and business networks as a result of COVID-19.

The webinar covered:

-Identifying the 'silver lining' and using lessons learned from COVID-19
-Define the 'new normal' post-lock down
-The role and place of expertise in business network continuity

Recorded webinar: https://youtu.be/aOnIodUqPxs

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Moving to a New "Business as Usual" after COVID-19

  1. 1. Presenter: Ms Rinske Geerlings MD, Founder and Principal Consultant/ Trainer @ Business As Usual Risk Consultant of the Year 2017 (RMIA) Outstanding Security Consultant of the Year 2019 (OSPAs Finalist) Business Continuity Planning (BCP) – Virtual seminar Using lessons learned from Covid-19 to improve your future ‘business as usual’ Interactive session
  2. 2. Using lessons learned from Covid-19 to improve your future ‘business as usual’ First question: Who has been capturing lessons learned and future improvements, whilst the lockdown was ongoing?
  3. 3. Using lessons learned to achieve an improved ‘business as usual’ 1. Innovations  Brainstorm with your team about new service offerings and methods you could choose during future disruptions (e.g. online, from different location, using different production facilities or supply chains)  Review responses from your customers, suppliers and other stakeholders to any new products/methods you’ve developed since COVID-19  Identify potential improvements to productivity/efficiency, e.g. reduction in staff travel, less need for specific office space, change in office layout, more automation, different staff shifts, cheaper/better ways to outsource or (on the contrary) bring activities in-house
  4. 4. Case studies
  5. 5. Question “Which tools have you implemented to optimise your remote work technology (e.g. network connectivity at home, device security, phone diversion procedures, etc) and which can you retain to work more effectively in your new ”business as usual?”
  6. 6. Using lessons learned to achieve an improved ‘business as usual’ 2. Internal work practices  Develop a strategy to ensure staff comfort and productivity during disruptions  Make sure managers are available in case staff need extra support  Build stock and a fast roll-out process for any tools that staff may need in order to work during a disruption, e.g. two-way radios, spare laptops, spare mobile handsets, pre-loaded SIM cards, mobile internet modems, headsets, phone diversion procedures, remote voice mail set-up instructions etc
  7. 7. Using lessons learned to achieve an improved ‘business as usual’ 2. Internal work practices  Develop a template for centralised communication via email/SMS/other tool, in order to ensure all staff are headed in the same direction during incidents  Explore the best practices regarding holding daily ‘huddles’ with staff during disruptions, in case you are unable to all work from the same location  Discuss how these can be applied during business as usual
  8. 8. Question “How are you staying productive during a disruption, if you are unable to sit together with colleagues? What are your key challenges in this context?”
  9. 9. Using lessons learned to achieve an improved ‘business as usual’ 3. External collaboration  Identify which tools your suppliers, clients and other counterparts preferred during the lockdown (e.g. in the event of Internet downtime, mobile network outages or work from home situations)  Implement and test related collaboration tools and arrange for licensing, installation and staff training so you are ready to seamlessly keep sales/orders and customer support going
  10. 10. Question “If Internet and mobile telephony were to go down for 1-2 days, what does your BCP say?”
  11. 11. 4. The actual transition to ‘the new normal’  Move back by department, office/floor, business process or technology used?  Properly identify if return-to-work on certain days of the week by certain staff actually achieves the intended benefits (and doesn’t complicate things)  Ensure appropriate stages for facilities, HR and IT to manage the transition including proper testing Using lessons learned to achieve an improved ‘business as usual’
  12. 12. Using lessons learned to improve your new ‘business as usual’ 5. Better risk management Revisit information sharing policies/controls in the event of a disruption, e.g.  Secure network connectivity (incl WPS2 protection)  Remote access software (e.g. VPN) including licences  Patching of operating systems and ensure endpoint security (e.g. malware/virus scanners)  Provide regular reminders about information security to staff  Conduct an ISO 27001 gap analysis Revisit your Business Continuity Plan (BCP)  Lessons learned about ‘slow onset events’ (e.g. the pandemic, supply chain disruptions) vs ‘immediate impact events’ (e.g. fire, flood, power black-out, IT system failure)  Regularly walk-through/test your disruption scenarios
  13. 13.  Practical: Ensure staff are ‘incident-ready’ by means of Quick Reference Cards and regular ‘mini invocations’  Less is more – Reduce document volume and make it easy to maintain  Fun & engaging: Involve staff ‘hands-on’ including use of interactive workshops and gaming techniques including ‘red teaming’  Culture: Ensure there is a comfort amongst staff that making mistakes is ‘OK’  Global best practice: For proper BCP as with DR, Risk Management and Security), apply up-to-date principles/strategies (and standards!) Making Business Continuity plans that actually work when you need them most
  14. 14. • Philosophy of resilient networks • What is different ? • How do they work ? • Why is it better than classic networks ? • And all of your questions ! The topic of 2day
  15. 15. How to create resilience ? We work in silos BCP
  16. 16. How to create resilience ? Multi silos in organisations BCP
  17. 17. How to create resilience ? Multi organisations in networks BCP BCP BCP BCP BCP BCP
  18. 18. Customer 100 % value Suppliers 60 % value OEM 40 % value What is resilience in this context ? € € products/ services products/ services Take a simple chain
  19. 19. Examples of non resilience in chains:
  20. 20. Customer 100 % value Suppliers 60 % value OEM 40 % value ‘Me, myself and I’ control = the answer to all mishaps 8020 Increased risk at customer level, lower resilience We need another direction ! Classic reaction to build resilience:
  21. 21. Risk Costs Quality Profit Statement: The better you are, the simpler the world, the more resilient you are energy, costs, risks # learning cycles complex simple Based on Resource Based View, Barney, 1991, and all later versions New reaction to build resilience: Add ‘expertise’ thinking:
  22. 22. Customer 100 % value integrator These networks are faster, cheaper, better (Q) Based on Wouter Beelaerts, 2010 18 % 18 % 13 % 9 % 18 % 13 % Profit = up 10 % Resilience = up Change the network for resilience: utilise expertise
  23. 23. Next step: embrace dependency:
  24. 24. Resilient Customer value integrator Resilience = further up Results in the integrator being a resilience hub: Resilient Supplier value goods & services information & money Remarkable results: • speed to market: up • total cost: down • network profit: up • network agility: up • network resilience: up
  25. 25. Building the resilient network Conclusion: classic networks F, C, B networks embrace dependency Resilient Customer value integrat or Resilient Supplier value the resilient network
  26. 26.  Start talking about dependency with your network partners  Add the outcome to your BCP ! Simple to start:
  27. 27. ISO 22301 Training Courses • ISO 22301 Introduction 1 Day Course • ISO 22301 Foundation 2 Days Course • ISO 22301 Lead Implementer 5 Days Course • ISO 22301 Lead Auditor 5 Days Course Exam and certification fees are included in the training price. https://pecb.com/en/education-and-certification-for-individuals/iso- 22301 www.pecb.com/events
  28. 28. THANK YOU ? rinske@businessasusual.com.au santema@scenter.nl linkedin.com/in/businessasusual/ linkedin.com/in/siccosantema www.businessasusual.com.au www.scenter.nl

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  • PriyaDharshini783

    Jul. 19, 2021

In this session, we discussed the opportunities and challenges for organizations and business networks as a result of COVID-19. The webinar covered: -Identifying the 'silver lining' and using lessons learned from COVID-19 -Define the 'new normal' post-lock down -The role and place of expertise in business network continuity Recorded webinar: https://youtu.be/aOnIodUqPxs

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