Process Improvement Models and Business Resiliency

We’ve been talking recently about the pursuit of business resiliency, which is rooted in the premise that organizations can and should be prepared to do more than merely react to or recover from the effects of a disaster; rather, they should strive to develop a resilience to disruptions that’s woven into the very fabric and culture of the organization. We’ve talked about following four basic principles in pursuit of business resiliency, and we’ve explored different aspects of those principles. This time, we’ll look at the role process improvement can play in following the principle of preparation—i.e., how process improvement helps organizations be prepared for disaster.

Resiliency really starts at the top, such as ensuring the organization’s strategies and business objectives are resiliency-focused and sustainable.  This type of activity is driven most effectively if the organization has a “culture of resiliency”, meaning it’s a part of doing business.

To be truly resilient also requires building resilient business activities, IT systems and supporting infrastructure.  For example, a critical business process can have one key supplier, but that’s not a very resilient approach.  That supplier needs a backup…or two; and what about that supplier’s supplier?  It’s thinking about what makes a critical process resilient before a disruption ever hits.  There are a variety of approaches to ongoing process improvement available to organizations, each proposing a different path to improvement. Six Sigma, for example, aims to improve process results by using statistical analysis to minimize variability. (Read more...)

*** This is a Security Bloggers Network syndicated blog from RSA Blog authored by Patrick Potter. Read the original post at: