Are You Telling the World that Your Organization Deserves to Fail? You Might Be…

“Business Continuity” is all about keeping the lights on and the doors open during challenging times. Technically, continuity speaks to the ability of “maintaining or quickly resuming acceptable levels of product or service delivery following a short-term event that disrupts normal operations.”

"Following a short-term event that disrupts normal operations, continuity relies on a series of decisions and activities designed to support a business and maintain and/or quickly resume acceptable levels of production and/or service delivery."

I’m sorry... that’s too technical. Business continuity is really important – for everyone – so, let’s see if we can make this more engaging…

First, I want to be more inclusive. Instead of “business" continuity, let’s speak to all organizations. Trade associations, ministries, and not-for-profits have an interest in continuity and, if they matter, they must survive. So let's reframe this discussion to "organization continuity."

Second, I’d like you to think about this… does it matter if every organization survives? I’m sure everyone says their organization must survive. But here’s my answer… NOPE. And I say that with full confidence and no apology. Some organizations must continue, and some need to change, but others are not only destined for failure - they need to fail.

If no one relies on your organization for concerns like provision or protection, it should fail. If your organization doesn’t support or supply others, it should fail. If your organization wants to destroy what is good, it can’t fail fast enough!

If any of that last paragraph resonates with you, I’m guessing you’ve already signed off, but I hope we can still be friends. Now, let me speak to the rest of us - to those of us who lead or work for organizations that do good and useful things, organizations that matter.

"Organizations that matter should not fail… so be intentional about your success."

Organizations that matter should not fail – they must not fail! And that means you need a plan. A resilient and thriving organization doesn’t just develop because it should. Leaders must be intentional. If you lead any type of organization and you don't prepare for a crisis, you are being irresponsible. (And if that’s you, I hope you didn’t sign off like that last group. It's not too late.)

So, be intentional about your success. Before you start planning, it will help you to think about a framework of organization continuity. The framework I use has four activities. Two activities start before a crisis or disruption and two activities start at the beginning of a crisis or disruption or soon after.

1. FORESIGHT

This is the activity of looking forward to consider what could happen to your organization. This activity should help you identify and assess possible risks and the probability of each of those risks being realized. Experience will guide you, but be more intentional than that. Perform regular risk and vulnerability assessments. Establish partnerships with people and organizations that can help you see challenges coming. And develop tactics and deploy technology that will give you an early warning.

2. FORMATION

Another proactive effort that should improve your organization’s warnings of and readiness for a crisis or disruption that may be coming. Formation prioritizes risk and focuses on actions that can either prevent and/or mitigate a crisis. This is where we plan and prepare. We develop guidelines, protocols, and policies. We prepare team members to handle these challenges with awareness, training, and exercises. And, if we truly understand the importance of our organization, we actively develop and maintain relationships with those who will help us in our time of need.

CRISIS: Foresight and Formation begin before a crisis or disruption. But once the crisis begins, our focus shifts to the next two activities.

3. RESPONSE

This begins shortly before or after the crisis arrives and the objective is to mitigate the challenge you are facing, protecting lives and assets. The key to response starts in foresight – knowing what risks are probable – and formation – getting prepared to handle them. Without those two activities, your response will be far less effective. Response might be as simple as securing a property before a storm or as dramatic as a rapid evacuation or performing life-saving activities.

4. RECOVERY

This can begin during a crisis or as soon as it ends, but the key here is to get the organization functioning - and if what you do matters, that should happen quickly. Initial activities like communications, clean-up, and repair can happen quickly. Some activities may start right away but may go on longer, especially if there has been a catastrophe like loss of life. Other activities, like after-action reviews and making recommendations for how foresight and formation should be further developed, may take some time.

Those are four basic elements of a framework for organization continuity. Earlier I mentioned that "organization continuity only matters for organizations that matter." Let me add this: if a leader isn't taking steps toward organization continuity, they're clearly communicating something you should listen to… they're saying that their organization doesn't matter.

So, let me ask you this... what are your actions saying about your organization? Does it matter? I'm sure it does. If you haven't given much thought to organization continuity, start now. If you're deep into this process, consider helping another organization. 

Are you looking to strengthen your organization's readiness? We offer training and consulting services for individuals and organizations of all types and sizes. 

Check out our Strong & Resilient podcast...

Strong & Resilient | Apple Podcasts 

Strong & Resilient | On Spotify