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

2. 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

3. 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?

4. 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

5. Case studies

6. 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?”

7. 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

8. 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

9. 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?”

10. 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

11. Question
“If Internet and mobile telephony
were to go down for 1-2 days,
what does your BCP say?”

12. 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’

13. 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

14.  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

15. • 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

16. How to create resilience ?
We work in silos
BCP

17. How to create resilience ?
Multi silos in organisations
BCP

18. How to create resilience ?
Multi organisations in networks
BCP
BCP
BCP
BCP
BCP
BCP

19. Customer
100 % value
Suppliers
60 % value
OEM
40 % value
What is resilience in this context ?
€ €
products/
services
products/
services
Take a simple chain

20. Examples of non resilience in chains:

21. 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:

22. 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:

23. 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

24. Next step: embrace dependency:

25. 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

26. Building the
resilient network
Conclusion:
classic networks F, C, B networks
embrace
dependency
Resilient
Customer
value
integrat
or
Resilient
Supplier
value
the resilient network

27.  Start talking about dependency with your network partners
 Add the outcome to your BCP !
Simple to start:

28. 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

29. THANK YOU
?
rinske@businessasusual.com.au
santema@scenter.nl
linkedin.com/in/businessasusual/
linkedin.com/in/siccosantema
www.businessasusual.com.au
www.scenter.nl