Becoming more mature is not only an important goal for people. Business continuity programs should also strive to become more capable and sophisticated over time.
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Anyone who has raised a child (or been one) knows that the main work of childhood and young adulthood is growing up: becoming more mature physically, emotionally, and in every other dimension.
However, the goal of becoming mature is not just for people. It’s also a highly desirable state for business continuity programs, and one that every BC office should aspire to achieve.
By saying a BC program is mature, we’re not simply saying it’s “good” or “robust” or “sound.” Maturity in the context of a BC program means all that and more. It implies that the program has existed for some time, and that over that period it has been tested and seasoned.
A mature BC program is one that has reaped the benefits of extended care and investment. It’s also one that has proven its ability to help the organization shrug off disruptions—and gained the kind of insight and confidence that can only come through experience.
A mature BC program goes beyond merely having plans in place; it signifies that these plans have been tested, refined, and integrated into the organization’s culture and operations. Maturity implies a comprehensive understanding of risks, a proactive approach to mitigation and recovery, and continuous improvement based on lessons learned and evolving threats.
Essentially, a mature BC program is one that has evolved to effectively safeguard the organization’s ability to continue operating in the face of disruptions, demonstrating resilience, adaptability, and strategic alignment with business objectives.
Everyone is familiar with the steps that chart the maturation of a person, such as eating solid food, learning to ride a bike, becoming more considerate of others, and getting a job.
You might be less familiar with what maturity for a BC program looks like.
Below, divided into 15 program areas, are the characteristics that indicate that a BC program has achieved the highly desirable (and resilient) state of being mature. Does your organization’s BC program exhibit these signs of maturity?
We have reviewed what maturity means in the context of a BC program, why it’s important, and what specific traits and achievements maturity requires. The nexts step for any organization interested in improving the maturity of its BC program are to conduct a current state assessment, gain an understanding of the health of the program, close any identified gaps, and commit to an ongoing process of review and improvement.
This is well worth doing for the simple reason that a mature BC program is your best defense against disruptions, ensuring your organization not only survives but thrives in the face of challenges.
Just as individuals strive for maturity in various aspects of life, business continuity programs must also evolve and mature over time. A mature BC program is not merely a collection of plans, but a comprehensive system that has been tested, refined, and integrated into the fabric of the organization.
The best place to begin for organizations intent on increasing the maturity of their BC programs is a current state assessment followed by a systematic effort to eliminate identified gaps. By embodying traits like effective governance, tested recovery plans, and a commitment to ongoing improvement, a mature BC program becomes a vital asset in safeguarding an organization’s ability to thrive amidst disruptions.