Editing Business continuity planning (section)

==Overview==
Any event that could negatively impact operations should be included in the plan, such as [[supply chain]] interruption, loss of or damage to critical infrastructure (major machinery or computing/network resource). As such, BCP is a [[subset]] of [[risk management]].<ref>{{cite web|url=http://flevy.com/blog/business-continuity-planning/|title=Business Continuity Planning |last=Intrieri|first=Charles|date=10 September 2013|publisher=Flevy|access-date=29 September 2013}}</ref> In the U.S., government entities refer to the process as ''[[Continuity of Operations Plan|continuity of operations planning]]'' (COOP).<ref>{{Cite web|url=https://www.fema.gov/emergency-managers/national-preparedness/continuity|title=Continuity Resources and Technical Assistance &#124; FEMA.gov|website=www.fema.gov}}</ref> A '''business continuity plan'''<ref name=D.BCP>{{Cite web|url=https://www.aig.co.uk/content/dam/aig/emea/united-kingdom/documents/property-insights/business-continuity-planning-guidelines-for-preparation-of-your-plan.pdf|title=A Guide to the preparation of a Business Continuity Plan|access-date=2019-02-08|archive-date=2019-02-09|archive-url=https://web.archive.org/web/20190209125238/https://www.aig.co.uk/content/dam/aig/emea/united-kingdom/documents/property-insights/business-continuity-planning-guidelines-for-preparation-of-your-plan.pdf|url-status=dead}}</ref> outlines a range of disaster scenarios and the steps the business will take in any particular scenario to return to regular trade. BCP's are written ahead of time and can also include precautions to be put in place. Usually created with the input of key staff as well as stakeholders, a BCP is a set of contingencies to minimize potential harm to businesses during adverse scenarios.<ref>{{cite web|title=Business Continuity Planning (BCP) for Businesses of all Sizes|url=http://www.williamadvisorygroup.com/business-continuity-planning-bcp-for-businesses-of-all-sizes/|date=19 April 2017|access-date=28 April 2017|archive-url=https://web.archive.org/web/20170424090047/http://www.williamadvisorygroup.com/business-continuity-planning-bcp-for-businesses-of-all-sizes/|archive-date=24 April 2017|url-status=dead}}</ref>

===Resilience===
A 2005 analysis of how disruptions can adversely affect the operations of corporations and how investments in resilience can give a [[competitive advantage]] over entities not prepared for various contingencies<ref>{{cite book |author=Yossi Sheffi |url=http://resilient-enterprise.mit.edu |title=The Resilient Enterprise: Overcoming Vulnerability for Competitive Enterprise |publisher=MIT Press |date=October 2005|author-link=Yossi Sheffi}}</ref> extended then-common business continuity planning practices. Business organizations such as the [[Council on Competitiveness]] embraced this resilience goal.<ref>{{cite web |url=http://www.compete.org/publications/detail/31/the-resilient-economy-integrating-competitiveness-and-security |title=Transform. The Resilient Economy |access-date=2019-02-04 |archive-date=2013-10-22 |archive-url=https://web.archive.org/web/20131022142939/http://www.compete.org/publications/detail/31/the-resilient-economy-integrating-competitiveness-and-security/ |url-status=dead }}</ref>

Adapting to change in an apparently slower, more evolutionary manner - sometimes over many years or decades - has been described as being more resilient,<ref>{{Cite web | url=https://www.newsday.com/2.811/jamie-herzlich/small-business-a-good-plan-shields-from-storm-clouds-1.1322137?firstfree=yes |title = Newsday &#124; Long Island's & NYC's News Source &#124; Newsday}}</ref> and the term "strategic resilience" is now used to go beyond resisting a one-time crisis, but rather continuously anticipating and adjusting, "before the case for change becomes desperately obvious".

This approach is sometimes summarized as: [[preparedness]],<ref>{{cite conference |title=Business Continuity Preparedness and the Mindfulness State of Mind |book-title=AMCIS 2007 Proceedings |quote= "An estimated 80 percent of companies without a well-conceived and tested business continuity plan, go out of business within two years of a major disaster" (Santangelo 2004) |author1=Tiffany Braun |author2=Benjamin Martz |s2cid=7698286 |date=2007}}</ref> protection, response and recovery.<ref>{{cite web |url=https://www.isms.online/iso-27001/annex-a-17-information-security-aspects-of-business-continuity-management/ |title=Annex A.17: Information Security Aspects of Business Continuity Management |publisher=ISMS.online |date=November 2021}}</ref>

Resilience Theory can be related to the field of Public Relations. Resilience is a communicative process that is constructed by citizens, families, media system, organizations and governments through everyday talk and mediated conversation.<ref>{{Cite web|url=https://www.researchgate.net/publication/322693327|title=Communication and resilience: concluding thoughts and key issues for future research|website=www.researchgate.net}}</ref>

The theory is based on the work of [[Patrice Buzzanell|Patrice M. Buzzanell]], a professor at the Brian Lamb School of Communication at [[Purdue University]]. In her 2010 article, "Resilience: Talking, Resisting, and Imagining New Normalcies Into Being"<ref>{{Cite journal|last=Buzzanell|first=Patrice M.|date=2010|title=Resilience: Talking, Resisting, and Imagining New Normalcies Into Being|journal=Journal of Communication|volume=60|issue=1|pages=1–14|doi=10.1111/j.1460-2466.2009.01469.x|issn=1460-2466}}</ref> Buzzanell discussed the ability for organizations to thrive after having a crisis through building resistance. Buzzanell notes that there are five different processes that individuals use when trying to maintain resilience- crafting normalcy, affirming identity anchors, maintaining and using communication networks, putting alternative logics to work and downplaying negative feelings while foregrounding positive emotions.

While resilience theory and crisis communication theory share similarities, they are not the same. The crisis communication theory is based on the reputation of the company, but the resilience theory is based on the process of recovery of the company. There are five main components of resilience: crafting normalcy, affirming identity anchors, maintaining and using communication networks, putting alternative logics to work, and downplaying negative feelings while foregrounding negative emotions.<ref>{{Cite journal|last=Buzzanell|first=Patrice M.|date=March 2010|title=Resilience: Talking, Resisting, and Imagining New Normalcies Into Being|journal=Journal of Communication|volume=60|issue=1|pages=1–14|doi=10.1111/j.1460-2466.2009.01469.x|issn=0021-9916}}</ref> Each of these processes can be applicable to businesses in crisis times, making resilience an important factor for companies to focus on while training.

There are three main groups that are affected by a crisis. They are [[wikt:micro|micro]] (individual), [[wikt:meso|meso]] (group or organization) and [[wikt:macro|macro]] (national or interorganizational). There are also two main types of resilience, which are proactive and post resilience. Proactive resilience is preparing for a crisis and creating a solid foundation for the company. Post resilience includes continuing to maintain communication and check in with employees.<ref>{{Cite journal|last=Buzzanell|first=Patrice M.|date=2018-01-02|title=Organizing resilience as adaptive-transformational tensions|journal=Journal of Applied Communication Research|volume=46|issue=1|pages=14–18|doi=10.1080/00909882.2018.1426711|s2cid=149004681|issn=0090-9882}}</ref> Proactive resilience is dealing with issues at hand before they cause a possible shift in the work environment and post resilience maintaining communication and accepting changes after an incident has happened. Resilience can be applied to any organization.
In New Zealand, the Canterbury University Resilient Organisations programme developed an assessment tool for benchmarking the Resilience of Organisations.<ref>{{cite web |url=http://www.resorgs.org.nz |date=March 22, 2011 |title=Resilient Organisations}}</ref> It covers 11 categories, each having 5 to 7 questions. A ''Resilience Ratio'' summarizes this evaluation.<ref>{{cite web |url=https://resiliencei.com/resilience-diagnostic |title=Resilience Diagnostic |date=November 28, 2017}}</ref>

===Continuity===
Plans and procedures are used in business continuity planning to ensure that the critical organizational operations required to keep an organization running continue to operate during events when key dependencies of operations are disrupted. Continuity does not need to apply to every activity which the organization undertakes. For example, under [[ISO 22301|ISO 22301:2019]], organizations are required to define their business continuity objectives, the minimum levels of product and service operations which will be considered acceptable and the [[#Maximum RTO|maximum tolerable period of disruption]] (MTPD) which can be allowed.<ref>ISO, [https://www.bsigroup.com/globalassets/Documents/iso-22301/resources/iso-22301-implementation-guide-2016.pdf ISO 22301 Business Continuity Management: Your implementation guide], published, accessed 20 February 2021</ref>

A major cost in planning for this is the preparation of audit compliance management documents; automation tools are available to reduce the time and cost associated with manually producing this information.