Roadmap to Resiliency

Incident Command System Roles in Business Continuity: Who Owns What During Escalation

Michael Herrera — Thu, 25 Jun 2026 10:00:01 GMT

The Incident Command System gives organizations a proven role structure for managing incidents. In business continuity, most companies use that structure as a model to adapt, not as something to copy exactly.

Manual Workarounds: How to Document Them Before a Disruption Exposes the Gap

Michael Herrera — Thu, 18 Jun 2026 09:00:00 GMT

In continuity planning, manual workarounds are short-term alternate processing methods used when the normal system-based way of doing a task is unavailable. That is the practical answer.

Why Business Continuity Programs Need an Operating Model

Richard Long — Tue, 16 Jun 2026 14:03:32 GMT

A common mistake business continuity practitioners make is to obsess over such BC program artifacts as BIAs, documentation, and exercise results. The wise practitioner learns to focus instead on the higher-level challenge of implementing a BC operating model designed to enhance functional recoverability.

Emergency Plan Checklist: What to Review Before You Call It Ready

Michael Herrera — Thu, 11 Jun 2026 09:00:00 GMT

For most organizations, an emergency plan review should start with the OSHA workplace baseline, then expand into broader all-hazards response questions where the operation requires it.

Same Time Next Year: The Right Way to Schedule Your BIAs

Michael Herrera — Tue, 09 Jun 2026 13:00:00 GMT

Organizations that take an improvisational approach to scheduling their business impact analyses make a tough job even tougher. Conducting your BIAs on a considered, recurring schedule is the best way to gain your colleagues’ cooperation and obtain reliable results.

The First 24 Hours of a Crisis: A Leadership Checklist for Faster Decisions

Michael Herrera — Fri, 05 Jun 2026 13:00:02 GMT

The first 24 hours of a crisis should do five things: establish control, clarify facts, protect people and essential operations, control communications, and document decisions. That is the practical answer.

When the Axe Falls: Preparing Your BC Program for Budget and Staffing Cuts

Richard Long — Tue, 02 Jun 2026 13:58:10 GMT

It’s a fact of life that organizations sometimes reduce the resources they allocate to business continuity. BC teams need to be prepared to adapt to such cuts in a thoughtful manner, minimizing their impact on recoverability and resilience.

Business Continuity Maturity Model Scoring Guide

Michael Herrera — Thu, 28 May 2026 13:00:00 GMT

Business Continuity Maturity Models: How to Score Your Program Without Oversimplifying It

Saying No: When the IT Department Reflexively Opposes the BC Program

Michael Herrera — Tue, 26 May 2026 19:44:55 GMT

Three things in life are certain: death, taxes, and the IT department’s opposition to whatever the business continuity team wants in terms of technology recovery objectives. Usually originating in an excess of stress and a lack of understanding, this attitude can sometimes be softened by empathy, education, and relationship-building.

BIA Interviews That Produce Useful Data: Questions, Evidence, and Red Flags

Michael Herrera — Thu, 21 May 2026 12:00:01 GMT

A business impact analysis is meant to do more than document whether a process is important. It should identify the operational and financial consequences of disruption, the critical resources and dependencies involved, and the information needed to develop recovery priorities and recovery strategies.