Keynote Speech Keys to Resilience for SMEs

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Dorothy Campbell
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Level Policy Dialogue on Resilient SMEs for Better

1 2014/EPWG-SMEWG/HLPD/003 Session 2 Keynote Speech Keys to Resilience for SMEs Submitted by: IBM High Level Policy Dialogue on Resilient SMEs for Better Global Supply Chains Taichung, Chinese Taipei 24 March 2014

2 Mijee Dirks, Executive Consultant, IBM Global Business Continuity and Resilience Services 24 March 2014 Keys to Resilience for Small and Medium Enterprises BUP03031-USEN-03 Agenda Risks to Resilience IBM Resilience Framework Resilience Lifecycle Conclusion 2 1

years from 2010-2012 2 Innovation in the cloud 60 percent of chief information officers view cloud computing as critical to their plans 5 Aging infrastructure 71 percent of data centers are over 7

3 Today s businesses need to reduce expenses and manage risk while maintaining continual availability to data and services. Mobile in the enterprise 90 percent of organizations will support corporate applications on personal devices by Increased outage costs 38 percent Increased to US$182 thousand per hour in two years from Innovation in the cloud 60 percent of chief information officers view cloud computing as critical to their plans 5 Aging infrastructure 71 percent of data centers are over 7 years old 1 Budgetary constraints 71 percent of the average IT budget is dedicated to ongoing operations 4 Exploding data growth 40 zettabyte of digital content in 2020, a 500 percent increase from Unplanned IT outages 70 percent of organizations surveyed list this as their primary concern 7 1 The Essential CIO: Insights from the Global Chief Information Officer Study, May 2011, 2 Aberdeen Group, Datacenter Downtime: How Much Does it Really Cost?, March 2012, 3 IDC, Digital Universe Study, June 2011, 4 Based on IBM Research, 5 McKinsey, How IT is managing new demands, 2011, 6 Gartner predicts that by 2014, 90% of organizations will support corporate applications on a personal devices., 7 The Business Continuity Institute, Horizon Scan Survey Report 3 External threats are increasing globally, with economic losses from all types of disasters escalating rapidly natural catastrophes Hailstorms, severe storms Canada, August Drought USA, Summer Severe storms, tornadoes USA, 2-4 March Severe storms USA, April Earthquake Mexico, 20 March Severe storms USA, 28 June- 2 July Hurricane Sandy USA, Caribbean August Hurricane Isaac USA, Caribbean August United Kingdom, November Winter storm Andrea Europe, 5-6 January Earthquakes Italy, 20/29 May Nigeria, July- Oct Cold wave Eastern Europe, Jan- Feb Flash floods Russia, 6-8 July Earthquake Iran, 11 August Cold wave Afghanistan, Jan- March Pakistan, 3-27September, flash floods Australia, Jan - Feb China, July Typhoon Haikui China, 8-9 August Typhoon Bopha Philippines. 4-5 December Columbia, March- June, hailstorms South Africa, October, flash floods Australia, Feb - March Number of events: 905 Geophysical events (earthquake, tsunami, volcanic activity) Meteorological events (storm) Hydrological events (floods, mass movement) Climatological events (extreme temperature, drought, wildfire) Source: Münchener Rückversicherungs-Gesellschaft, Geo Risks Research, NatCatSERVICE, January

4 The increasingly connected world has magnified the impact on every aspect of life, including its disruptions. Earthquake and tsunami BT resin shortage Car parts shortage Nuclear plant explosion Mobile circuit production issue WW impact to car production 90 percent of the worldwide (WW) Bismaleimide-Triazine (BT) resin supply stopped 1 World-wide car production was down by percent for some major auto manufacturers during April and May 2 The percentage of visitors to Japan dropped to 60 percent in April 3 Volcano Flight cancellation Decreasing tourism Airlines discontinuation The Iceland volcanic eruption cost airlines US$1.7 billion with more than 10 million people affected 4 Game site attacked by hacker Personal information stolen Class action lawsuit Personal information leaks have cost millions of dollars, led to class action law suits, and damaged corporate reputation Servers shut down by human error Platform outage Downstream service provider disruption Hosting provider service outages affect Platform-as-a-Service (PaaS) and Software-asa-Service (SaaS) for other vendors 1 Update: Analysts fear shortage of key resin, Dylan McGrath, 17 March Japan's Earthquake and Tsunami Hit Parts Supplies, Motor Trend, June Japan's tourism industry recovering after the tsunami, BBC Business News, 6 October Volcano Crisis Cost Airlines $1.7 Billion in Revenue - IATA Urges Measures to Mitigate Impact, IATA Pressroom, 21 April IBM s Resilience Framework depicts a comprehensive view of an Enterprise Resilience program. Continuity Availability Recovery Strategy and vision Security IBM Resilience Framework Organization Processes Applications and data Technology Facilities To deliver a total resilience program, the resilience capability of each layer must be optimized. 6 3

Reputation Operational risk management Outputs: Reduced risk, improved governance and facilitated compliance management Control Monitor Deploy Validate 7 To build a business resilience program, you

5 True resilience requires a lifecycle methodology to achieve sustainable improvements. Inputs: Business imperatives: IT risk management Business objectives, goals, priorities, policies and current capabilities Evaluate Analyze Define Design Regulatory compliance Corporate governance Reputation Operational risk management Outputs: Reduced risk, improved governance and facilitated compliance management Control Monitor Deploy Validate 7 To build a business resilience program, you must first assess your potential risks, their impact and your ability to mitigate them. Assess Analyze current and potential risks, and establish a risk profile by location, line-ofbusiness function and business process. Determine impact of event: financial, opportunity and reputation. Evaluate mitigation capabilities to develop customized risk framework Identify areas for further analysis. Assess maturity of mitigation capabilities, including basic, managed, predictive, adaptive and resilient capabilities. Diagnose risks to business objectives and prescribe appropriate actions to improve business resilience. 8 4

Select the risks that need to be mitigated or enhanced Define strategic business continuity, disaster recovery and crisis management plans to help sustain critical operations in the event of a

6 Enterprise-wide risks need to be identified, prioritized and addressed as you design and develop your business resilience programs. Plan Set objectives for risk mitigation or enhancement to help: Define the scope for the risk strategy. Select the risks that need to be mitigated or enhanced Define strategic business continuity, disaster recovery and crisis management plans to help sustain critical operations in the event of a disruption Design for business resilience: Business and financial justification Governance and authority and policies Systems management disciplines Physical and logical security Application and data Program execution Facilities Improve your business resilience with cost-optimized, IT resilience architectures, plans, procedures and strategies. 9 Validate IT recovery plans, procedures, and processes meet business resilience requirements through appropriate testing. Implement Choose resilient partners for your resilience solutions, including data storage and Disaster Recovery Deploy business resilience program: Implement resilience architecture, processes, and organization structure Document resilience programs and train key personnel Validate business resilience plans and procedures Architect and execute tests of defined resilience plans to help confirm they meet specified objectives: Protection of critical information Recoverability of business functions Execute tests or perform walkthrough drills to identify resilience plan weaknesses for improvement and preparedness Identify resilience plan issues and gaps to be addressed before a disruptive event occurs. 10 5

A centralized governance program is critical for managing and maintaining a sustainable business resilience program. Manage Monitor current conditions to detect and respond to risks.

7 A centralized governance program is critical for managing and maintaining a sustainable business resilience program. Manage Monitor current conditions to detect and respond to risks. Control negative risk while enhancing positive risk. Maintain compliance with regulatory requirements Report on performance utilizing resilience dashboards to demonstrate readiness and results of business investment in resilience Re-assess Perform periodic assessments to validate that resilience plans still address business strategies and risks Perform continuous improvement Helps ensure a state of readiness to respond to an outage event or a market opportunity. 11 Conclusion Surviving in a competitive business environment requires continuous availability of IT systems and data, even in the event of a disaster. Businesses can face revenue loss and erosion of customer trust if they fail to maintain continuity while rapidly adapting and responding to risks and opportunities. You need to create, implement and manage a business resilience strategy that centers on identifying and mitigating prioritized risks across your enterprise. It is critical to choose resilient partners as you implement your enterprise resilience strategy. IBM s recommended lifecycle methodology helps you achieve more sustainable improvements in business resilience, optimize cost and better manage risk and compliance. 12 6

8 Thank you for your time today. For more information: IBM Resiliency Consulting Services IBM Business Continuity and Resiliency Services Contact: IBM Taiwan BCRS Solution Sales Manager Samuel Tsai Tel :

Summary of today s session.

Summary of today s session. IBM Global Technology Services How to integrate cloud-based disaster recovery into your existing business continuity plans Richard Cocchiara: IBM Distinguished Engineer; CTO & Resiliency Services (BCRS);