How to Embed BCP: A Strategic Roadmap. Content

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1 How to Embed BCP: A Strategic Roadmap A Case Study May 10, 2006 Kate Willis, Global Business Continuity Manager Nike, Inc. Content Company History & Profile Development Strategy Future State Development Challenges & Opportunities Development Roadmap Ingredients for Success Company History Mission: To bring inspiration and innovation to every athlete in the world. If you have a body, you are an athlete. Founders: Bill Bowerman and Phil Knight The beginning: January 1964 as Blue Ribbon Sports (BRS). In 1972, BRS introduced a new brand of athletic footwear called Nike, named for the Greek winged goddess of victory. In 1973 Steve Prefontaine becomes the first major track athlete to wear Nike brand shoes. 1

2 Company Profile Revenue FY'05: $13.7 billion Approximately 26,000 Employees world wide Distribution Centers 10 in US 21 Outside US Owned Retail 14 Niketowns, Nike Factory Stores 12 NikeWomen stores Over 100 sales and administrative offices Nike Products Are Sold In Over 160 Countries Headquarters: 16 buildings located in Beaverton Oregon, 178-acre campus. Company Profile Matrix Organization FIELDS OF PLAY REGIONS Americas Asia Pacific EMEA Subsidiaries Bauer, Cole Haan, Converse, Exeter, Hurley USA PRODUCT ENGINES Footwear Equipment Apparel Golf Development Strategy Pre-Program Status Roadmap Influence/Change Agent Buy In/Participation Future State 2

3 Future State: BC Program Vision Comprehensive Business Continuity Program PROACTIVE Business Business Leaders assign Leaders assign significance significance CRISIS REACTIVE Business Recovery Crisis Management Crisis Management Emergency Response Recovery Facilities IT Recovery Operations Emergency Response Formal Awareness Program Minutes Hours Days Weeks Months Development Challenges Operational Scope CFO s To Do List Global Reach: regions, time zones, distances Matrix Organization (corporate, regions, product engines) No Budget Development Challenges (continued) Thin dedicated resources Little prior formal leadership Existing documentation kept in silos, not updated, not standard Basically, starting formal program from scratch 3

4 Development Opportunities CFO Sponsorship Dir. Risk Mgt. Sponsorship US Region resources Hidden Fruit hanging on the Trees (Our HR!) 9/11 and, over time, more disasters Enterprise risks defined and accepted The Goal & The Question Move from: where we were to where we wanted to be But, how...? know where you are going know how to get there drive the change Development Roadmap 4

5 Roadmap Elements Emergency Response Crisis Management Recovery Tool Deployment or Support Roadmap Assumptions Critical enterprise risks already identified At least 1 executive sponsor who will support Embrace that you are the change agent! Ingredients for Success: Roadmap Implementation Deepen the Sponsorship Systematically Network the Org. Stone Soup - Build your Org. Map to the Culture Unify Knowledge Capital Manage as a global program 5

6 Deepen the Sponsorship Crisis Management is the keystone Solidify the Program Leadership Crisis Management Leadership Executive Crisis Management Team (ECMT) Strategic Role, Advisory Board of Directors Strategic Role, Advisory Operational Crisis Management Team (OCMT) Restore normal business operations Damage Assessment & Site Report Trigger Recovery Strategies Emergency Response Plans (ESH: Environment, Safety & Health) Site or Event Crisis Management Team (SCMT) Tech. Incident Mgt & Recovery Plans (GIT: Global Information Technology) Business Recovery Plans (Risk Mgt./Business Continuity) People & Property Impacts (People & Buildings) Evacuation, Safety, Medical Care Property Protection & Security Damage Assessment and Reporting Infrastructure Impacts (Data Centers) Outages/Escalations and Recovery: ACS/NW Data Center IT Infrastructure Network & IT Security Tiered Applications (SAP, etc.) Critical Systems (Retail, WMS,...) Business Unit Impacts (Critical Business Processes) Critical DC/CSC Processes Critical Deliver Processes Critical HR Processes Critical Fin/Treas. Processes Critical IHM Processes WHQ/EHQ Facilities Systematically Network the Org. Orientation Program reason to network Share the Future State Vision Share the Roadmap Show how Existing Org. Parts Integrate 6

7 Stone Soup - Build your Org. Perception is Reality Direct Reports Indirect/Virtual Beg, Borrow, Steal Counterparts; natural alignments Extension of existing job profiles HR Development opportunity You and team are the Change Agents! Extended BC Organization US Region EMEA Region Global Business Continuity (Risk Mgt. & GIT) APAC Region Technical Program Support Communications Program Support Administrative Program Support Facilities Program Support Subsidiaries Americas Region Map to the Culture of the Org. NIKE MAXIMS: Master the Fundamentals Simplify and Go Innovate Do the Right Thing 7

8 Unify Knowledge Capital Short-Term Collaboration Tools Long-Term Database Tools Manage as a Global Program Roadmap tracks are projects Roadmap vertically aligned is a program All sponsors & teams need to see each other Look for quick wins Enterprise viewpoint Pace yourself Achievements Strong Sponsorship Network Reach Emerging Global Org. Strong Integration to the Culture Building Knowledge Capital Program Management 8

9 Next Steps Deepen & Embed the Sponsorship Deepen and Embed the Global Org. Deepen and Embed the Knowledge Capital Mature the Program Management Questions? Thank You! 9