Business Continuity Lessons Learned from the COVID Pandemic.

Business Continuity Lessons Learned from the COVID Pandemic.

What are the most critical Services, and what must we do to manage this risk and keep serving our customers?

There is much to be learned from surviving a Business event. What services are mission critical and business critical? When all is in turmoil, it is Business Continuity Planning, Disaster Recovery, and Data Backup/Restoration Services and a foundation for how they are managed, that helps minimize impact to the business. Critical Life Services such as Grocery Stores and Hospitals became very aware and agile in standing up ways of working differently, managing health and human safety and adapting to Coronavirus.

ServiceNow shared very timely Business Continuity Enhancements present in Quebec. Great content with a positive message shared by Aaron Calloway Director of ServiceNow Global Risk and Resiliency Transformation and Chris Hamrick Solution Consultant. Business Continuity promotes business resiliency.

How are you enhancing your program for Business Continuity and Risk Management? Covid has us thinking of Digital, Cyber Risk, Reputational Risk from solid Operational Risk, Service Classification, and Mitigation Strategies.

  • What happens if an entire region is victim to a natural or domestic disaster?
  • What happens if an audit fails and there are penalties?
  • What happens if a COVID health outbreak forces closure of our mission critical operations?

IT Service Management leverages several key processes to manage a disaster that could encompass people, process, projects, and service delivery. The business who has planned, identified their Mission and Business Critical Services, trained and drilled on how to switch to a different way of work, tend to be much more resilient in a disaster. Starting with the most important involves rolling out a Business Impact Analysis oriented approach to the Mission and Business Critical Business Continuity Health. When wanting to mature process, reduce impact and preserve reputation, start at the top.

Manual Processes can lead to insufficient resources, lost delivery, compromised quality, all of which must be able to address the strategies that preserve reputational operations management. Compliance Officers struggle with getting attention for getting control gaps and risks managed. Business Continuity and Disaster Recovery teams struggle with right setting their process during the COVID Pandemic. Talking about what can deliver better risk identification, mitigation, compliance, and automation to get better data, metrics, and process resilience.


In the USA we saw sudden shifts to work from home in businesses that never had a mobile work force. Current Events in India, could seriously affect IT Delivery in Enterprise Operations. India’s National healthcare system is reeling from the impact of COVID where the patients have increased 54% in just a single month. At the end of April, a world record of 360,000 cases reported in a single day. More than 200,000 in India have died from COVID. Business Continuity professionals look at world events and think, “what must we do to prepare for a loss of our key resources due to this health disaster?”

1999 was the well prepared Nothing Event heard round the world.

Many businesses leading up to 1999 were preparing for the planned disaster that was Y2K (2000). Business Continuity Planning involved classifying through a standard process all Mission and Business Critical Applications, standing up the Crisis Control Communication Drills and rehearsing the handoffs for how we will handle the real event. On New Years Eve, 1999, we brought our families in the office and celebrated the new year, while watching for crisis that needed management. Y2K was well rehearsed, we had the structure in place, when the clock ticked over across the world, we checked in. All clear and very few issues. We planned much, but were impacted little.

September 11, 2001 was the completely Unplanned Terror Event Felt Round the World

When you know what Services are critical and have rehearsed them, it improves governance, risk management, and compliance reporting. It helps you to make better decisions about how to manage a Crisis. The largest crisis we saw was on September 11, 2001. No one knew this was coming. We had an office in WTC02 (World Trade Center Building 2. A sales office and data center. The lesson learned from 0911 was that Business Continuity and Disaster Recovery works best with a well laid foundation. The work we had done in 1999, the cmdb registration, the process alignment, the policy, and the training was very much used 2 years later.

So what is your plan for starting where you are and continuing your Business Continuity Planning? How has your strategy for Business Risk Management changed since the beginning of the COVID Pandemic?

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