BCM Program TrendsBCM Program Trends What are the Most Successful Programs doing Right?What are the Most Successful Programs doing Right?

Cheyene Marling, Hon. MBCIEBCM Summit 2015January 27, 2015

Topics of Presentation• Progression to Today’s BCM Planning• What Distinguishes “Very Mature”• Present Findings for “Very Mature” and “Very

Immature” Programs• Stay Ahead of the Game?• The Future Focus?

Progression – Today’s BCM

Technology FocusTechnology Focus1970’s – 1998• “Disaster Recovery”• Data Processing/ Data Center Focus• Isolated• Lacking Controls/ Standards

Enterprise FocusEnterprise Focus1998 – Current• “Enterprise Contingency/ Resilience Planning”• Risk Management/ Enterprise Focus• Integrated• Increasing Controls/Standards

Mature Programs -Distinguishing Factors

• Increased Visibility• Executive Driven• Corporate Culture• Centralized• Multiple Disciplines• Highly Integrated• Frequent Assessments/ Audits/Exercises• Controls/ Standardization/ Metrics

Program Maturity

Program Maturity Trends

Reporting StructureReporting Structure•Placement of ProgramPlacement of Program• Increased VisibilityIncreased Visibility•Executive SupportExecutive Support•Corporate CultureCorporate Culture

Top Department - All Respondents• Information Technology - 18%• Risk Management - 18% • Business Continuity Office - 17%• Emergency/ Crisis Management - 7%

Top Department - “Very Mature”• Business Continuity Office - 25%• Risk Management - 18%• Information Technology - 16%• Corporate Offices - 7%• Security-Information - 7%

Trending – Positioning of the Program• Business Continuity Office: Increase of 10% to 17%• Information Technology: Decrease of 27% to 18%• Risk Management: Increase of 11% to 18%

Trending – Maximum Visibility Ratings• Business Continuity Office: 8% Increase • Information Technology: 11% Decease • Risk Management: 6% Decrease

Top Sponsor - All Respondents• CIO/ CTO - 14%• VP/ Director - 11%• CRO - 9%• CEO - 8%• COO - 8%

Top Sponsor “Very Mature”• CIO/CTO - 16%• Board/ Executive Committee - 11%• CEO -11%• CSO/ CISO -11%

Trending – Program Sponsor• Board/ Executive Committee: 3% Decrease • CIO/ CTO: 5% Decease • COO: 4% Increase • CRO: 6% Increase

78% of the study respondents with “Very Mature” programs indicated that the program reported to a Board/ Executive Committee/Chief Level while 34% of the study respondents with “Very Immature” programs noted the same.

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

70.00%

80.00%

Depends on executive commitment to BCM

Lack of interest in assessing the BCM program’s value

Necessary to gain executive approval

Part of corporate culture

Importance of Assessing the Value of the BCM Program by Program Maturity

All Respondents

Very Immature

Average

Very Mature

70%

36%40%

Program Maturity Trends

Enterprise IntegrationEnterprise Integration•Centralize the ProgramCentralize the Program•Multiple Disciplines within ProgramMultiple Disciplines within Program•Enterprise Driven - IntegrateEnterprise Driven - Integrate

64% of all study respondents centralize their program with budgeting and staffing. 63% of those respondents with a centralized program believe it contributes to the success of their program compared to 28% who do not centralize their program.

47% of all study respondents noted 5+ disciplines included in the program.

Program Maturity Trends

Assessment and AuditAssessment and Audit•FrequencyFrequency•ComprehensiveComprehensive• Leverage Outcome Leverage Outcome

Program Maturity Trends

ExerciseExercise•FrequencyFrequency•MethodsMethods•Enhance ProgramEnhance Program

Program Maturity Trends

CertifyCertify•ControlsControls•StandardizationStandardization•MeasurementMeasurement

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

1- Very Immature 2 3 4 5 - Very MatureNo 92.9% 84.5% 81.7% 83.3% 71.4%

Yes 7.1% 15.5% 18.3% 16.7% 28.6%

Is Your Organization Certified in a Standard by Program Maturity

0%10%20%30%40%50%60%70%80%90%

100%

All Respondents

Very Immature Average Very Mature

10% 8% 7%18%

89% 92% 92%81%

Use a Formula to Calculate the BCM Program's ROI by Program Maturity

Yes

No

Other Data Findings

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

Less than 1 hour 1 - 4 hours 5 - 8 hours 9 - 12 hours 13 - 24 hours 25 - 72 hours More than 72 hours1- Very Immature 7.4% 29.6% 7.4% 7.4% 7.4% 22.2% 18.5%

2 14.8% 20.4% 14.8% 5.6% 11.1% 29.6% 3.7%

3 19.8% 25.1% 13.2% 7.8% 13.2% 16.2% 4.8%

4 16.5% 40.5% 7.4% 3.3% 15.7% 14.9% 1.7%

5 - Very Mature 26.8% 39.0% 2.4% 2.4% 12.2% 14.6% 2.4%

Recovery Time Objective - Point of Failure to Point of Availability/ Up Time by Program Maturity

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

1- Very Immature 2 3 4 5 - Very MatureNo 39.3% 22.4% 20.8% 11.0% 16.7%

Yes 60.7% 77.6% 79.2% 89.0% 83.3%

Program Account for Existing Offices outside Primary Location by Program Maturity

0%

2%

4%

6%

8%

10%

12%

14%

Reasons for Developing & Maintaining a Program - Percent of Respondents Indicating "High Priority" by Program Maturity

Immature Mature

Stay Ahead of the Game

• What Makes Sense for Your Organization?• Be Strategic!• What will get their focus?• Remember – Enterprise, Highly Integrated & Executive Driven

The Future Focus• How is Your Program Viewed…?• Cost of Doing Business?• Investment in the Business?

• Capitalize on Corporate Culture• Increased Controls/Standards• Enhance Executive Support

Questions?

Cheyene Marling, Hon. MBCIBC Management, Inc.

+1 (714) 969-8006cmarling@bcmanagement.com