Conducting a business impact analysis (BIA) is often viewed as an exercise that is exclusive to enterprise-class organizations with seemingly limitless funds for consulting services. Large consulting firms often spend months mapping every business process and interviewing numerous business unit representatives to come up with sophisticated financial loss projection charts.
These projects are time-consuming and costly because of the complexity of large companies, which rely on dozens of core functions and sometimes hundreds of support functions. Take for example an airline that has a reservation system, check-in, baggage handling, refueling, maintenance, in-flight catering, customer service, marketing and the multitude of secondary functions that support the core business activity. Now try to imagine the impact of the interruption of one or many of these functions on the organization as whole; what are the immediate financial losses, cumulative losses and long-term effects?
Search Disaster Recovery article
Subscribe to:
Post Comments (Atom)
Posts
No comments:
Post a Comment