Getting Management Buy-in

No matter what the project, management buy-in is critical to its success, and it's no different with your business continuity plan. A champion on the board or in the executive suite can help keep things on course and make it easier for a project that essentially is viewed as overhead. This week's articles contain some tips on how to make getting buy-in easier.

Here are some tips on how to persuade execs to consider BC more carefully. (Item #1)   When it comes down to it, the bottom line is always the best argument. (Item #2)   Buy-in is critical to getting the funding you need for business continuity. (Item #3)  

What should management's role be beyond buy-in? (Item #4)   Here's how to frame BC issues in order to persuade the Board support them. (Item #5)   Your management champion can make it much easier to initiate and maintain plans. (Item #6)  

As always, we look forward to hearing your comments & insights regarding business continuity. If you have a topic you'd like us to cover, email me at [email protected].

Bob Mellinger, President
Attainium Corp

1. How to get execs to buy in on a business continuity plan

Even after events like the Japanese earthquake and tsunami and the Deepwater Horizon oil spill, many executive simply don't see the importance of having a business continuity plan in place. Gaining the attention, buy-in and active support of top management is often an uphill battle for business continuity and disaster recovery planners; use these tips to persuade them to consider more carefully.
http://www.mir3.com/view/46-how-to-get-execs-to-buy-in-on-a-business-continuity-plan

2. Business continuity: a different perspective

For years we in the business continuity field have been trying to contrive elaborate justifications to get 'top management' to support this specific planning effort. We have developed convoluted arguments that justified business continuity financially, we have quoted figures that demonstrated that companies fail without this recovery capability already in place when a disaster strikes and we have tried to justify this effort as though it were mandated by legislation passed recently or decades in the past. And still we are frustrated by the apparent lack of support by senior management for traditional business continuity planning efforts.
http://www.continuitycentral.com/feature0451.htm

3. Getting executive buy-in for disaster preparedness

The biggest obstacle to putting a good disaster recovery plan in place is inadequate funding. Even before the economy tanked, there has always been a disconnect between executive decision-makers and the IT department in areas that don't immediately deliver ROI or contribute to an ongoing process. "Just in case" technology like disaster recovery just sits in the background. You need it, you know that you need it, but it's sort of like a spare tire in the trunk of your car.
http://www.itworld.com/business/69611/getting-executive-buy-disaster-preparedness

4. Beyond Buy-In: The Case for Executive Level Involvement in Developing a Business Continuity Plan

A consistent theme in articles on business continuity plan development is the need to create buy-in at the upper management level. As recognition increases about the key role a well developed, maintained and exercised Business Continuity Plan plays in the make-up of a robust company or organization, it is critical to recognize that the role of upper management should evolve beyond buy-in.
http://www.sans.org/reading_room/whitepapers/recovery/buy-in-case-executive-level-involvement-developing-business-continuity-plan_1626

5. Making the board listen

Business continuity management enjoys the dubious distinction of being viewed as a cost centre that may never provide material value to the business. Unsurprising then, that decisions involving business continuity management don't always seem to get the airtime they deserve. This paper explores how we may be able to position business continuity management issues so they reach key decision makers quickly and with a better chance of success.
http://www.continuitycentral.com/feature0729.html

6. Business Continuity Depends on Executive Buy In

The constructive involvement of a Senior Executive Sponsor, or 'Champion,' can make the difference between successful and unsuccessful business continuity (BC) planning efforts. The time and energy required of this individual is relatively limited for a maintenance-phase program. However, the value he/she can provide to the program in ensuring its successful initiation and ongoing management is immense.
http://www.securitymattersmag.com/security-matters-magazine-article-detail.php?id=306