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B u s i n e s s C o n t i n u i t y I n s t i t u t eBCI EXECUTIVE FORUM 2014A N E W H O R I Z O N
ABOUT THE REPORTThe BCI Executive Forum 2014 programme was designed and developed by Deborah Higgins MBCI, Head of Learning and Development for the Business Continuity Institute. The programme was designed to build on the success of the previous years’ forums while taking into consideration feedback and comments received. The programme followed a more interactive format which allowed for delegates to freely share their insights about various topics. Feedback or suggestions for programme content for future forums are welcome. Deborah can be contacted on [email protected]
The report has been written by Patrick Alcantara, a Research Associate for the Business Continuity Institute (BCI). Patrick has authored a number of other reports which might be of interest to Forum participants. These include: “Counting the Cost: A Meta-analysis of ineffective business continuity,” “Supply Chain Resilience Trends: 2009-2013 Surveys” and a BCI Working Paper on cyber resiliency.
CONTENTS
Executive Summary 3
Chapter 1
Introduction 6Method of Analysis 8
Chapter 2
The Future Is Happening To You Right Now 9Tomorrow’s World: Heading To A Great Transition? 11No More Business As Usual? 15Tools For The BC Manager 17
Chapter 3
What Future Challenges? 18Issues Of An Urban World 21Harnessing The Rewards Of Smart Cities 24Beyond BRICS: A Western Renaissance? 26
Chapter 4
Looking Into Sectors 28Banking In The 21st Century 31BCM Out To 2020: Challenges To Manufacturing, Distribution & Retail 32What Do Other Thought Leaders Think About These Challenges? 33
Chapter 5
What Skills Do BC Practitioners In The Future Need? 37
Chapter 6
A: BCI Executive Forum Schedule 43
Annex
List Of Speakers, Delegates & Panellists 41
The Speakers, Delegates & Panellists
Chapter 1 EXECUTIVE SUMMARY
“... help BC practitioners in
thinking about theirdaily roles and their
relevance in organisationsin the future.”
The BCI Executive Forum is an excellent opportunity for thought leaders in business continuity (BC) worldwide to come together and point the way forward for the profession. This 2-day Forum has seen the exchange of insights that could help BC practitioners in thinking about their daily roles and their relevance in organisations in the future. This report is a thought leadership piece that documents and synthesises these insights for the benefit of the entire profession. The following are the major themes that ran throughout the Forum.
EXECUTIVE SUMMARY
The only certainty is more uncertainty.
Technological disruption as well as demographic, social and economic trends pointing out to a shift towards Eastern markets will breed uncertainties to organisations based in the West. Notably, challenges to production, supply chains and organisational structures are foreseen to dominate BC issues in the near future as organisations adjust to these changing realities. BC professionals are in a position to influence strategic direction by pointing out to these trends and expressing their impact in relation to key business functions.
The future resilience space will involve our field as well as others and we need to influence discourse through our unique perspective.
Resilience has been a hotly debated topic and it now involves voices from different fields (e.g. business continuity, engineering, risk management, social sciences, urban planning, etc.). This reflects the challenges of the future, which require collaborative, interdisciplinary solutions. BC is an integral and essential ingredient to resilience owing to its knowledge of processes and practices that enable organisations to adapt, persist and prosper in challenging conditions. As a discipline, BC tackles the very nature of what the organization is in business for, and how it analyses it’s business processes and prioritizes it products and services in the Business Impact Analysis (BIA). BC is a fundamental element to a resilient organization and BC professionals are uniquely placed to grasp the opportunities the emergence of the resilience profession brings.
Chapter 1
04
EXECUTIVE SUMMARY
05
Chapter 1
Business continuity professionals must be seen as “business enablers” with interdisciplinary, cross-functional competencies.
In order to thrive in the future, organisations will increasingly be defined by the ability to adapt and respond quickly to challenges. However, embedding this adaptability and agility in an organisation is not the role of a single discipline such as BC. BC professionals must redefine their roles as “business enablers” and be able to draw insights from other disciplines (e.g., information security, IT, risk management, security, etc.). With this, BC will be seen as more relevant to other departments and be in a better position to enable changes within an organisation.
Collaboration is the key to relevance.
BC in the future will have to adjust to the needs of organisations. As organisations move towards “flatter” structures with collaboration at its heart, specialists such as BC professionals are expected to work alongside other subject matter experts in embedding resilience in the future. There is a need to retain the interdisciplinary, cross-functional competencies of BC professionals and use their specialist knowledge in influencing organisations in the future.
There is a need to imagine BC practice in the future and build knowledge, skills and competencies that will allow future professionals to be relevant in the workplace.
Professionalising BC practice will be one of the factors determining the relevance of our discipline in the future. There is a need to develop future BC professionals with generic, technical and specialist skills/competencies around the core knowledge of BCM concepts and support them throughout their careers. Players within the discipline such as academics/thought leaders, employers and professional institutes must come together to imagine the future BC professional profile and develop appropriate knowledge, skills and competencies for the role.
Chapter 2INTRODUCTION
“... seeks todebate key
issues in BC andprovide visionary
insight to practitionersin the field.”
In attendance to the BCI Executive Forum are high-level professionals from the fields of business continuity (BC), finance and banking, government, manufacturing, security and risk management. They work for large multinational companies and have extensive experience spanning the banking, professional and public administration sectors, manufacturing, retail and media.
This conference report distils the insights of BC thought leaders during the 2-day Executive Forum and points out the way forward for the profession. In the 20 years since the founding of the BCI, business continuity has matured as a discipline in its own right. Risks faced by organisations have also significantly changed in the last two decades. The debate has shifted to a broader resilience agenda which includes work by allied fields such as risk management, emergency planning and cyber security. In this evolving landscape, it becomes important to ask about the future of our organisations, the world in general, and how BC can remain relevant to its challenges.
This report also aims to complement the BCI’s 20/20 thought leadership initiative which seeks to debate key issues in BC and provide visionary insight to practitioners in the field. Themes uncovered during the Executive Forum will be utilised as resources for future research. This will also inform strategy on how to further develop the discipline and the formation of future practitioners.
The BCI is pleased to present the conference report for the BCI Executive Forum with this year’s theme, A New Horizon. This year’s forum was held at the Amsterdam Marriott in the Netherlands. Noted futurologist Dr James Bellini was the event’s keynote speaker and facilitator.
INTRODUCTION
Chapter 2
07
Method of analysis
This year’s BCI Executive Forum followed a more interactive format which allowed for delegates to freely share their insights about various BC topics. A facilitated plenary discussion followed each presentation and participants were also assigned to smaller discussion groups. Members of the BCI staff were present at all plenary and breakout sessions to record insights made by the delegates. More details about the order of proceedings may be found in the Annex of this Report.
Insights by the participants during the plenary and breakout sessions were analysed for recurring themes. These themes will be used to organise the findings in the subsequent parts of this report. As such, this report aims to provide deeper analysis rather than merely delivering a chronological summary of the forum’s proceedings. This lends itself to a more substantial document that will be a useful resource to BC practitioners.
INTRODUCTION
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Chapter 2
Chapter 3THE FUTURE IS HAPPENINGTO YOU RIGHT NOW
“... the necessityof adopting a
mindset that looksforward to the future
today.”
Dr James Bellini opened the BCI Executive Forum with a presentation that gazes into the future which is informed by various technological, demographic and organisational trends. He begins his presentation with a key argument stating that it is the corporate psyche that makes a company future-proof. However, this corporate psyche is often misled into thinking that “the future happens to other people” and “the future happens in the future”. In debunking these misconceptions, he proceeds to argue the necessity of adopting a mindset that looks forward to the future today. As the future is a function of present trends, it is important as BC professionals to keep a close eye on these trends and use it as a planning resource.
THE FUTURE IS HAPPENINGTO YOU RIGHT NOW
Technological disruption as a constant
Technological disruption remains a constant in the 21st century and comes with a host of possibilities and challenges in the next few decades. To demonstrate the rapid pace of innovation, Dr Bellini cites the rise in computing capacity which now makes microchips in today’s birthday cards more powerful than the Apollo 11 computer system. He then points out the “50 year rule” which suggests the inevitability of technological disruption owing to the fruition of innovation within our lifetimes.
His analysis points out to even greater technological disruption due to the presence of 12 disruptive innovations that will shape our lives in the near future (Figure 1). He also cites various possibilities offered by vertical farming, zero-carbon urban ecosystems and a Living Earth Simulator that replicates the interaction of biological, social and physical processes in the planet. All of these, he suggests, will shape our lives in a more far-reaching manner than before. This then will create an unprecedented impact on wealth creation in the future with new rules and risks for BC professionals.
10
Chapter 3
THE FUTURE IS HAPPENING TO YOU RIGHT NOW
Key Takeaway - The ubiquitous presence of technological disruption provides a challenge to the BC community as it develops tools that will ensure resilience within a rapidly changing risk profile.
Figure 1. 12 disruptive technologies
Tomorrow’s world: Heading to a Great Transition?
Demographic shifts will significantly alter societies and the flow of trade. Projecting current growth trends reveals a rise in global population to 8.4 billion people in 2030, with 2.4 billion babies expected to be born in the next 16 years. This will lower the average age of the global population to 34 years, with most living in urban areas as well as in the emerging economies of the Asia-Pacific region (Figure 2).
Given these trends, a possible scenario may involve a fundamental shift in global economic realities from mature, developed regions to emerging ones – the biggest change since the First Industrial Revolution. Coupled with connective technologies, this Great Transition will transform our planet as it will radically change patterns of work, investment, consumption, travel and socialising.
Chapter 3
11
THE FUTURE IS HAPPENING TO YOU RIGHT NOW
Figure 2. The Great Transition
China figures significantly in this Great Transition as it is expected to overtake the United States as the world’s largest global economy by 2030. It will feature in 17 of the top 25 bilateral trade routes. It will also control 24% of the world’s merchant fleet in 2030 as opposed to the current 15%. Nonetheless, China faces considerable challenges in its rise as it grapples with political problems, inevitable increase in labour costs, an unsustainable debt burden at 245% of GDP and a likely drop in growth rates2.
Chapter 3
121. Being in the “middle class” is defined by the Organisation for Economic Cooperation and Development (OECD) as marked by daily spending of US$10-100.2. A drop in growth rates is often attributed to the “middle income trap”, in which countries reaching US$6,000 GDP per capita find it difficult to sustain economic growth.
This transition will create massive consumer markets in the East, with 600 million people in India and 520 million people in China entering the middle class over the next 15 years1 . Another 1.8 billion people will enter the global consuming class that will contribute to nearly doubling the amount of consumption in 2030. The ranks of the Asian middle class will dramatically expand from 525 million (2009) to 3.5 billion people (2030). This will shift the centre of gravity of world commerce and alter the nature of business risk exposure.
Figure 3. The Asian Middle Class
This Great Transition also points out to a likely phenomenon of “Shrinking Europe”. The continent’s population is bound to dwindle by 50-100 million in the next 40 years. By 2025, Emerging Asia will overtake Western Europe as the world’s largest trade region. By 2050, Europe’s share of trade will drop to 17% from 34% in 2010. Growth rates will stagnate at 1.1% yearly from 2014-2020. This will happen at a time where more trade will occur in the Global South, with more routes connecting Asia, the Middle East, Africa and Latin America.
It also points out to the rise of a “New North” due to climate change. Northern territories in Canada, Finland, Greenland, Norway, Russia, Sweden and the USA (specifically Alaska) may benefit from climate change due to the creation of new northern shipping lanes that dramatically cut transit times for goods. It is also well-placed to exploit agricultural and freshwater resources that will be in increasing demand. With the possibility of natural gas figuring significantly in meeting growing energy needs in a post-carbon future, these territories with their proven reserves will prove to be strategic.
Figure 4. Africa’s wealth of natural resources
Beyond the conventional analyses pointing out to the rise of China, Dr Bellini cites the rise of “breakout nations” that are likely to sustain economic growth in the foreseeable future. These countries such as Indonesia, the Philippines and Turkey – whilst being emerging economies saddled with development constraints – largely possess macroeconomic stability that will poise them for economic takeoff. Africa, with its vast natural resources, looms as the next big exporter of commodities. This transition is not entirely confined to the East as Western countries such as the Czech Republic and Poland may well be breakout nations in their own right.
THE FUTURE IS HAPPENING TO YOU RIGHT NOWChapter 3
Figure 4. http://www.fao.org/docrep/005/y6831e/y6831e-03.htm
13
Figure 5. A summary of economic trends around the world
Another transition will occur as more and more people are concentrated in cities. Megacities will emerge in the Asia-Pacific region with its populations enjoying greater incomes. A challenge to develop smarter urban living – with innovations such as intelligent surfaces, smart grids and connected infrastructure – will ensue as a result. This will also create issues of technological dependency. The sustainability of urban living will also pose great challenges owing to the added pressures on food production, energy consumption and mass transport.
THE FUTURE IS HAPPENING TO YOU RIGHT NOW Chapter 3
14Figure 6. http://www.worldpropertychannel.com/europe-commercial-news/world-economic-forum-davos-switzerland-economic-summit-top-investment-cities-global-real-estate-investment-a-new-world-of-cities-report-jones-lang-lasalle-jll-5240.php
Figure 6. World’s largest megacities in 2020
No more business as usual?
This Great Transition poses possible changes in the nature of global supply chains as it adjusts to the realities of a shifting world economy. However, disruptive technologies such as 3D – and more recently 4D – printing may also herald the rise of the “maker revolution” that puts a premium on customisation. This may well alter the calculus of production to “near-sourcing” closer to the customers and may affect manufacturing of goods. This provides opportunities to mature Western economies as they still command a significant share of technological innovation.
A changing business landscape will also affect the embedding of resilience in organisations. The growing digitisation of business will result in the 35-fold increase in data to be managed by organisations in 2020. Changes in the labour market such as the rise of bring your own device (BYOD) and portfolio workers will combine with digitisation to create a less hierarchical, smarter and network-based business model. This poses challenges to fixed asset management, legacy systems and staff retention policies.
THE FUTURE IS HAPPENING TO YOU RIGHT NOW
Figure 7. http://www.csmonitor.com/Media/Content/Graphics/Maps/2025
15
Chapter 3
Figure 7. World megacities in 2025
Key Takeaway - Demographic trends pointing out to a Great Transition will increasingly affect the nature of business operations and its concomitant risk.
The shift to a digital world also heralds new rules and risks to BC professionals. With more and more people storing sensitive data online, risks such as data spills, theft, hacking and cybercrime become more relevant as ever. As social media reaches saturation, people become less dependent on traditional mass media as evidenced by the decline of newspaper readership (Figure 9). Social media also portends a significant change in social movements as shown by citizen journalism, online activism and the clamour for open data. This poses challenges to organisations in building trust and may well bring the shift towards social business models.
Figure 8. The future workplace
THE FUTURE IS HAPPENING TO YOU RIGHT NOW
16Figure 9. This is US data sourced from ‘http://stateofthemedia.org/2012/newspapers-building-digital-revenues-proves-painfully-slow/newspapers-by-the-numbers.’
Chapter 3
Figure 9. Newspaper readership in the United States
Tools for the BC manager
Whilst forecasting remains an uncertain endeavour, BC professionals have tools at their disposal. Akin to futurists, BC professionals can make educated guesses into the future by tapping into scenarios, strong trends, weak signals and wild cards. These tools act like thinking caps which help in organising information from different sources and turning it into insight. Forecasting the future requires tapping into various disciplines, which plays into the strengths of a BC professional as a multi-function, interdisciplinary expert.
Key Takeaway - Forecasting the future requires information from various disciplines and creative, “big picture” thinking. Creating predictions for the immediate future and preparing for it with appropriate plans ensure the relevance of BC professionals in the workplace.
THE FUTURE IS HAPPENING TO YOU RIGHT NOW
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Chapter 3
“... BC practitionersmust be at the forefront
of communicating the changing nature of risk.”
Key Takeaway - Changing supply chains, labour market dynamics and digitisation will herald significant changes in organisational structures and business models.
Forecasting remains fraught with risks, and Dr Bellini advises caution when attempting to look far ahead into the future. He states the inverse relationship between a prediction’s utility and its time frame. As such, it may be useful to look at the immediate future and use current trends as a resource in figuring out possible scenarios. Alternatively, one may “work backwards” by looking at a desired future and determining the steps that will lead to such.
An ageing population will also affect business models. With 2 billion elderly people expected to live in 2050 – and will live longer due to improvements in life expectancy – it will place added pressures on pensions. With the rise of an “affluent gerontocracy” associating a premium on well-being and a better quality of life, it will also change overall consumption patterns. This engenders a new range of business risks that BC professionals must account for in embedding resilience in their organisations.
Chapter 4WHAT FUTURECHALLENGES?
“... BC practitionersmust be at the forefront
of communicating the changing nature of risk.”
These challenges are closer to home than you think
Several key questions were raised by delegates in response to the points made by Dr Bellini. The issue of fast-tracking collaboration was initially raised. This sprung from an observation that crises often stem from the lack of collaboration within organisations.
Dr Bellini framed his response by characterising digital immigrants and natives. Digital immigrants – often represented by older, top management – are said to face challenges in sharing information given their experiences with business in the past. Meanwhile, digital natives – younger, emerging management voices – are said to have an ethos of collaboration given their experience in sharing information in real life. In addition, as this younger generation sees the hoarding of information as an anti-social act, there is an increasing pressure to collaborate as they assume leading positions in organisations. Dr Bellini argued that this tension between generations – whilst at times may be difficult – will provide the impetus for change. Resolving this tension is a role that BC managers can assume as they future-proof their organisations.
Pressures for collaboration exist. The growing phenomenon of externalised agents – contractors and freelancers – assuming critical roles in organisations push management to redefine which information may be shared. Data flows to these agents are increasing and challenges the calculus of sharing. A shift from corporate, producer-driven information to a more democratised model (ex. citizen journalism) is also underway and catalyses the process of collaborating with consumers. The growing pervasiveness of big data – its volume, variety, velocity, veracity, validity and volatility3 – also opens up challenges for collaboration in order to make sense of it all.
Delegates to the BCI Executive Forum reflected upon possible future scenarios as laid out by Dr Bellini in his opening presentation. In a plenary discussion, they threshed out future challenges that are associated with these scenarios. In smaller groups, they furthered this conversation by focusing on three resonant themes: (1) issues of an urban world; (2) smart cities – rewards and risks; and (3) beyond BRICS – implications of a Western renaissance. This section revisits these themes and captures our thought leaders’ insights on these.
WHAT FUTURE CHALLENGES?
Chapter 4
3. http://inside-bigdata.com/2013/09/12/beyond-volume-variety-velocity-issue-big-data-veracity/
19
What future challenges?
Dr Bellini responded to this question by leveraging the role of BC practitioners as technical – and often cross-functional – specialists in deploying technologies to an organisation’s benefit. BC practitioners have a big role in setting expectations as to organisation’s digital maturity and the range of possibilities and challenges that come with them. BC practitioners can also lead organisations in bringing “technology to the edge” by empowering rank and file employees4 in deploying new technologies and promoting the ethos of collaboration.
This led to another question pointing out to an apparent contradiction of information sharing. A delegate remarked that whilst it seems to be more altruistic, it is in fact highly selective and individualistic. This may present a challenge to the openness espoused by BC culture which allows practitioners to anticipate risks from a wide variety of sources. The resulting fragmentation of digital culture may in fact result to less communication. This leads to the loss of dynamic, collective response to crises.
This was responded to by framing the challenge faced by BC professionals – maintaining the relevance of the profession by underscoring the importance of the human factor in anticipating risks. Whilst changing technology and information flows may influence the nature of risks in the future, BC practitioners remain crucial in making sense of these. BC practitioners are also in a unique position to influence organisational culture, ensuring their relevance if they seize on the opportunities afforded by these developments.
Another question pertained to the role of the public sector in collaborative work. This was situated against the backdrop of an increasingly risk- and conflict-averse Western public. It was also contextualised against the younger generation’s apparent lack of trust in institutions (i.e. government, political parties). It was remarked that the younger generation has more affinity to brands and are likely to switch loyalties easier than their elders a generation behind.
This was reacted to by framing BC as a way of institutionalising change and socialising the next generation of professionals. Given that the youth – and young professionals – are tied to their devices, rely on digital sources of information and share growing amounts of data online, BC practitioners must be at the forefront of communicating the changing nature of risk. The interdisciplinary, cross-functional roles of a BC practitioner allow the discipline to adapt to cultural shifts. This must be used as an advantage in furthering the conversation about risk, mainstreaming the discipline, and securing broad management/public buy in. More importantly, BC practitioners can meaningfully engage in efforts to ensure personal resilience and prepare organisations for new, different classes of risks arising from a socially networked, data-driven digital culture.
Another question was raised relating to the pervasiveness of digital technologies. This runs into an emerging theme of scepticism towards technology. Whilst technological advances are generally seen as positive, there are significant concerns about its effects on human interaction, collaboration
Chapter 4
20
4. Dr Bellini gave as an example John Lewis shop assistants who are provided with tablets in order to respond to questions about stocks and accept payments.
and privacy. Delegates have raised questions related to these concerns several times throughout the forum, revealing a vein of thought that does not necessarily endorse a vision of technological utopia.
Dr Bellini responded to these concerns by consistently pointing out the importance of the human factor in ensuring resilience. Future digital cultures would need to be built upon trust if they are to be robust against risks. Neither resilience nor crisis response can be programmed into organisations by BC software. BC professionals remain an essential part of the resilience equation but are not necessarily indispensable. Hence, BC professionals must move steadily into the resilience space, become an integral part of the organisational culture, and deploy appropriate technologies in order to make sense of the changing risk profile of the future.
Several areas of discussion during the plenary related to specific risks. A delegate asked about the disruptive potential of bitcoins to traditional banking and finance. This was answered by framing the discussion to the issue of control as bitcoins can only be disruptive if it remains outside the remit of financial institutions. Another delegate raised the spectre of food and water shortages as a result of a rapidly growing population and the role of BC professionals in hedging against these risks. One brought up the topic of magnetic storms potentially disrupting connectivity in an increasingly wired, digital world and adding this risk to future horizon scanning. Environmental risks related to the opening of the “New North” as well as climate change were also discussed in the plenary. Finally, a concern about Euro-scepticism was also brought up in relation to the United Kingdom’s relationship with the European Union and its possible effects on organisations in the near future. These specific risks were noted as horizon scanning points in future planning.
Key Takeaway - Today’s disruptive trends form the fabric of the future. The relevance of BC practitioners lies in understanding these trends and applying their interdisciplinary, cross-functional expertise in adapting to these trends.
Issues of an urban world
As thought leaders in the BC community, Executive Forum delegates had an opportunity to identify issues related to three major themes that underpin technological, demographic and social trends of the future. The first breakout group focused on growing urbanisation and its corresponding pressures on citizens and infrastructure. Inadequate utility infrastructure, social diversity and labour mobility as well as unemployment, inequality and social unrest were agreed upon as the three main issues faced by future cities.
What future challenges?
21
Chapter 4
A. Revisiting the relationship between utility infrastructure and firm operations
The first breakout group framed the discussion by arguing that utility infrastructure is often a third party issue. Organisations are largely dependent on others to provide needs such as power, communication, transport links and logistics. This dependency – coupled with the lack of control – is said to be an organisation’s weakest link. For example, power outages may create ripples to an organisation in terms of lost productivity, production delays and delayed deliveries. This led the group to revisit the nature of a firm’s operations and ask whether it is necessary to locate all its functions within urban areas. It was argued that it may be wise to review an organisation’s operational needs and possibly relocate some functions to secondary cities or even rural areas.
The group eventually reached a consensus that infrastructure issues must always be appreciated in light of a firm’s operational and business requirements. These must be properly communicated to a firm’s suppliers. Crucially, organisations must make sure their suppliers understand these requirements. Risks facing suppliers must be periodically reviewed and firms must show an openness to make adjustments as necessary (i.e. changing operating times to reduce power grid usage, promoting remote working for staff).
BC practitioners have a responsibility to recognise the risk of failure and make decisions accordingly. This comes with an understanding and identification of core business functions. At the end of the day, BC practitioners must secure top management buy in for their plans and ensure that the business is in step with any proposed changes. Educating staff and changing attitudes are necessary to enable adaptation to changing operational conditions.
Finally, it was also mentioned that organisations may explore contributing to local infrastructure such as building roads and other transport links. In the long term, these improvements are expected to redound to an organisation’s benefit by making local infrastructure more robust.
What future challenges?
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Chapter 4
Infrastructure issues must always be appreciated in light of a firm’s operational and business requirements.
C. Heading off social instability
BC thought leaders agreed that unemployment, inequality and social unrest are manifestations of social exclusion. Whilst social instability in urban areas affects BC plans, BC managers are encouraged to revisit how corporate social responsibility (CSR) can help head off unrest. Their position allows them to influence company policies which invest in communities and create relationships with local people. Obviously, this should not supplant the more pragmatic roles belonging to a BC manager – understanding security threats, backing up sites, ensuring physical safety and relocating operating sites if necessary. As social unrest increasingly moves into cyberspace (i.e. hacktivism, cybercrime), it is also appropriate to collaborate with in-house and outsourced IT experts and devise appropriate plans.
Key Takeaway - Given the role of BC practitioners in horizon scanning and resilience planning, issues associated with greater urbanisation must be approached in a collaborative fashion. BC practitioners have an emerging role in facilitating the conversation between top management, suppliers and local communities that will provide mutually beneficial solutions and maximise resilience.
B. Maximising the benefits of cultural diversity and labour mobility
The phenomenon of cultural diversity and labour mobility is commonly seen as a human resources management issue. However, with the movement towards a global workplace in many organisations, BC thought leaders are seeing this as an opportunity which can enable resilience. Whilst cultural or language barriers inevitably exist, the diversity of backgrounds present opportunities to share best practices that may move the resilience agenda in organisations forward. It is essential for BC practitioners to collaborate with HR managers in displaying the sensitivity required to bridge any differences and inspire a global workforce towards resilience.
The mobility of the workforce is increasingly defined not just by the movement to multinational work sites but also the ability to work anywhere using connective technology. With a growing trend of flexible working, BC practitioners must adapt resilience plans to employees working from home. BC practitioners must also keep abreast of regulatory constraints that require office work (i.e. banking/investment functions that must be solely done in the office).
What future challenges?
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Harnessing the rewards of smart cities
Worldwide, there has been a movement towards developing “smart” cities – urban areas with integrated transport, communications and connectivity systems. Touted as the next wave of urbanisation, smart cities promise more convenient living. With connectivity embedded within these cities, individuals are expected to make more seamless transitions from home to work and experience substantial improvements in their quality of life. The plenary identified three main issues facing smart cities: (1) fragility of IT structures, (2) cybercrime and data breach risks, and (3) the cultural divide between digital haves and have-nots and the possible backlash against smart cities.
In the ensuing discussion, whilst delegates in the second breakout group welcomed the possible benefits of smart cities, they also raised the issue of clearly defining the characteristics that constitute these urban areas. Most delegates identified transport and connectivity systems and argued that integration is the key aspect that defines a smart city. For one, they argued, smart cities must have the capacity to transport large numbers of people through intelligent systems that anticipate the ebb and flow of commuter traffic. Smart cities must also provide seamless connectivity that will allow people ubiquitous access to data and computing.
Several issues were also raised in relation to smart cities such as sustainability, governance, health, safety and overall quality of life. Delegates argued that whilst the current rate of innovation will likely foster the development of smart cities in the future, the sustainable use of resources have not been sufficiently factored in. The energy requirements needed to run intelligent systems for cities hosting millions of people are huge. Providing for these energy requirements given the finite supply of fossil fuels and its environmental impact should be foremost in planning these smart cities.
What future challenges?
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Chapter 4
Smart cities carry a host of new possibilities and challenges that require continuity solutions.
Key Takeaway - Smart cities carry a host of new possibilities and challenges that require continuity solutions. BC practitioners must engage with the ongoing conversation about smart cities and utilise their experience in assessing the impact of risks and threats in order to build resilience within these urban spaces.
What future challenges?
25
The rise of intelligent systems also poses challenges to governance. Delegates argue that it is likely to cause changes in basic service provision and the relationship between government and the public. Given the necessity of connectivity in running a smart city, it is increasingly seen as a public good and governments face the responsibility of ensuring its steady provision. Moreover, the presence of automatic feedback systems in smart transport systems and the possibility of its failure also challenge local governments to plan for disruptions and maintain services to its citizens.
Smart cities are also said to pose challenges to health and safety. The ubiquity of data in a smart city should also push local governments in investing resources necessary to make sense of these data. This should drive efforts in providing better health care and policing whilst ensuring the privacy of citizens.
Whilst seen as promising, smart cities alone do not hold the key to raising the quality of life. Historical urban areas, natural spaces and facilities catering to the arts, culture and sports are seen as elements necessary to ensure a good quality of life and not “strip the soul” of a city. There is also a concern raised about the possible backlash against smart cities with people deciding to retain traditional ways of living.
Threats were also discussed in relation to smart cities. Cybercrime arising from the interconnected nature of systems in this urban space is foremost in the list of threats facing a smart city. Personal information shared across different interfaces increases the risks of data theft and spillage. It also raises concerns about privacy and individual liberties as well as deterring the rise of a “Big Brother” type of future society. Delegates spoke about the need to recognise dependencies and exposure arising from this setup. This requires identifying external controls, mitigating data-related risks and ensuring adequate information security.
Chapter 4
Beyond BRICS: a Western renaissance?
Delegates in the third breakout group have discussed the organisational implications of demographic and economic trends suggesting a shift of markets to the East. Several issues arise: (1) changing supply chains; (2) geopolitical instability and a possibility of trade wars; (3) the lack of natural resources; and (4) a possible backlash against emerging markets, especially China.
Foremost in the discussion was the repercussions of this shift to supply chains. Ensuring supply chain resilience in the future will require assessing a different set of risks given the changing geographical locations of suppliers and consumers. Costs will drive organisations to think about optimal arrangements for combining onshore manufacturing and offshore sourcing. Lingering concerns about corporate social responsibility are also expected to come into the forefront. This is because organisations will depend more on suppliers who may be based in emerging countries with relatively weaker institutions. Incidents such as collapse of the Rana Plaza garments factory in Bangladesh are examples of such.
Delegates have brainstormed challenges facing organisations based in the West. Building agility and flexibility into a global supply chain is seen as more important than ever. Securing intellectual property across a supply chain is also essential given varying degrees of protection existing across different countries. Ensuring the security of supply chain routes and buffering the effects of geopolitical instability are also seen as important in BC planning for the future.
What future challenges?
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A shift in markets does not necessarily portend gloom for organisations based in the West. It may represent opportunities that may be tapped into by understanding the changing nature of risk.
Delegates have also raised the issues of talent management and succession planning as ensuring supply chain resilience requires able individuals who are more culturally attuned to the needs of new consumer markets in the East. BC managers will also need to get into the conversation about the future of manufacturing as they hold the analytical and functional tools necessary to understand risk. Awareness of enterprise risk management will be increasingly essential in planning for the future, and BC managers must have a voice in determining organisational policy. With taxation driving the location of manufacturing sites around the world, BC managers are also expected to keep abreast of these developments and factor these into planning. As such, BC is seen as integral in future organisations and continuity must now be seen as a necessary outcome in order to survive these shifts in the future.
Key Takeaway - A shift in markets does not necessarily portend gloom for organisations based in the West. It may represent opportunities that may be tapped into by understanding the changing nature of risk. BC managers – with an array of analytical and functional tools at their disposal – remain an essential part of the risk management equation . Given these tools, BC managers also have the capacity to suggest strategic changes in organisational goals and operations.
What future challenges?
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Chapter 5LOOKING INTOSECTORS
“... adaptability whichallows organisations to
survive and prosperin times of crises. ”
This chapter is a closer look into the future challenges facing specific sectors such as public administration and defence, banking and finance, as well as manufacturing, distribution and retail.
LOOKING INTO SECTORS
Resilience: A framework, a wrapper or a label?
Dr Robert MacFarlane of the UK Cabinet Office delves into the nature of resilience in his presentation. Whilst resilience is commonly defined as endurance under difficult, challenging circumstances, he argues that this definition alone does not fully encompass the elements necessary for an organisation to prosper and succeed.
He proceeds to an overview of available literature on resilience. In addition to the elements of endurance and persistence which are well-represented in the literature, he also cites adaptability which allows organisations to survive and prosper in times of crises. The element of adaptability, he argues, has yet to emerge in the public sector definition of resilience. Currently, resilience is seen under a national security paradigm which premises the creation of conditions for the continuity of normality. Being able to adapt to the changing nature of risks has yet to emerge in public sector thinking, and attempting to define resilience is very much part of current discourse.
Whilst the exact definition of resilience remains elusive, Dr MacFarlane points out why the concept remains important. Without it, organisations face human and physical loss, sullied reputations and a crash in value. Hence, organisations are challenged to recognise, prioritise and invest in resilience at an appropriate level.
He then revisits the concept of resilience as espoused in British standards which defines it as the “capacity of an organisation to anticipate, respond and adapt to incremental change and sudden shocks to survive and prosper”. This definition is important as it raises resilience into an
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encompassing characteristic that is beyond the realm of just one discipline such as BCM or risk management. Whilst inherently relative, resilience in this definition remains absolutely strategic and requires coherence and culture at its heart. This finally leads to steps that could build resilience in an organisation: (1) be informed about risks; (2) set the organisation’s direction; (3) bring coherence; (4) strengthen the organisation from within; and (5) imbue adaptability across functional areas. In the end, these steps help organisations to adapt, survive and prosper even as the concept of resilience remains a moving target.
Figure 11. Customer aspirations and actual experience in banking
Banking into the 21st century
John Milne of Ernst & Young (formerly Bank of England) foresees a radical change in banking in his presentation. He cites the continuing gap between customer aspirations and actual experience as a basis for this argument. Customers, he says, demand the following from their banks: high quality service, 24/7 availability, remote access, a variety of banking products and services, competitive pricing and fast decisions. However, customers continue to report unsatisfactory experiences as banks continue to deliver variable service quality, intermittent availability, limited accessibility, little product differentiation, excessive charges and slow decision-making. This dissatisfaction also coincides with a deep mistrust due to endless scandals plaguing the banking industry. This confirms the argument that current banking is no longer fit for purpose.
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Figure 10. The elements of resilience
He further discusses several reasons behind the inability of current banking to meet the demands of its customers. The drive to cut operating costs – commonly through off-shoring during the financial crisis – has reduced service quality. The increasing concentration of banking services among a few high street banks has limited competitive pressures and stifled innovation. Given the high barriers to entry in the banking sector, new entrants struggle to win market share and cannot provide the competitive pressure required to lower costs. Legacy IT systems inhibit the ability to meet customer aspirations and are expensive to maintain. This is compounded further by expensive fixed assets and large headcounts which inflate operating costs and are eventually passed on to customers. Finally, the corporate culture which produced the scandals plaguing banks is notoriously hard to change. He argues that all of these factors contribute to the decline of current banking and necessitate the need for a radical change.
He identifies the technology sector as a likely enabler of these radical changes in banking. Large technology providers have no IT legacy issues. Combined with their lower headcounts and fewer fixed assets, they could dramatically drive down banking costs. This represents a huge competitive edge in pricing which could see tech companies supplanting current providers in the future. Their stronger brands would also potentially attract customers that are wary of banks due to its tarnished reputation.
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Figure 12. The benefits of the technology sector moving into banking
This represents a crossroads in banking. Banking in the future will be transformed into an integrated lifestyle product. Future consumers will be accessing banking services with their shopping, grocery and other purchases. The ubiquity of connectivity will also drive remote access to banking and will enable the rise of mobile applications that facilitate transactions. This gives opportunities to technology companies in providing banking services due to its potential in enhancing their brands, improving customer retention, contributing to profits and meeting customer demand.
BCM out to 2020: Challenges to manufacturing, distribution and retail
Nicola Huxley of British American Tobacco opens her presentation by contextualising future threats in terms of current events. She cites the case of Asia, the world’s manufacturing hub and rising economic region. She contrasts its rapid development with geopolitical and social tensions, notably in terms of China’s expansionism, labour standards, governance, security and social unrest. She argues that these tensions will form the threats of the future, by highlighting how these will increasingly impact global organisations as well as their provision of goods and services.
Manufacturing, distribution and retail organisations, with their operations and supply chains spread across the world, are expected to the bear the impact of geopolitical instability in the years to come. With the continuous shift in political allegiances, structures and influences, BC managers must expect the greater propensity for disruption and challenges in multiple countries. With tribal, sectarian and religious issues continuing to dominate the socio-political landscape, BC managers must be attuned to the developments in their respective regions and determine how these may impact their operations.
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Figure 13. Geopolitical and social tensions in Asia
In the future, social and political changes in emerging regions will increasingly affect an organisation’s key dependencies such as its IT systems, their employees and immediate families, manufacturing machinery and supply chains. BC managers in the manufacturing, distribution and retail sectors will have to revisit their reliance on individual elements of their supply chains and the provision of their raw materials given the future shift in production sites and consumer markets.
The heightened security risks arising from geopolitical instability will have to be factored into BC planning. Whilst organisations may not be able to choose their own supply chain routes, it can embed resilience in sourcing and distribution. A key area of sourcing in the future will involve contingency planning and ensuring that sourcing arrangements remain robust, flexible and able to reprioritise in response to changing markets. BC managers will be asked to look at a host of factors that may influence the service provision of suppliers and distributors such as their political allegiances, BCM arrangements, stock levels and information security.
Overall, the future of the manufacturing world lies in the balancing act among competing factors of cost, quality, reliability, material sourcing locations, supply chain challenges and more importantly, cultural issues. Hence, BC managers are encouraged to develop flexibility and enable agile leadership in a changing world. As such, their cross-functional capabilities must be developed in order to achieve incident readiness. Only through this can organisations thrive in a changing world and tap into its opportunities.
What do other thought leaders think about these challenges?
BC thought leaders were given opportunities to share their insights and experiences related to these issues through a panel discussion. The discussion began with the panel reacting to the points raised so far in the conference and how these affect BC practitioners in their current roles. Panellists agree that the complexity of today’s environment – more importantly in the future – requires a need for BC practitioners to define the discipline and its purpose to organisations. However, this definition also requires seeing BCM not as a finished product but as an evolving discipline that adjusts to the demands of organisations. As such, these thought leaders bring up the recurring thread of agility and its importance in maintaining resilience.
Managing expectations is seen by panellists as one of the core functions of BC practitioners. With a complex picture of risk, BC practitioners are expected to inform management and the rest of the organisation about what they can or cannot do. Anticipating disruptions, rather than merely reacting to it, also forms another core BC function.
A question raised by a delegate involved the role of company ethics and values in ensuring resilience. This comes from an observation that many crises are in fact caused (or made worse) by individual moral failings of top management or staff. Insights responding to this question abound; more importantly, it is argued that BCM must be an expression of corporate values. Employees
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Looking Into The Sector
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who understand and live out company values are said to generally do the right thing in times of crises. However, this must be supported by providing good material to corporate communications staff, collaborating with risk managers in dealing with reputational risks, and exercising with local communities. For brands, a corporate communications plan must be a strong, integral component of a BC plan. Organisations must have well-trained communicators that will admit vulnerability or mistakes if needed.
Another question pertained to the culture of “blame and shame” and how it creates avoidance of failure in organisations. Whilst failure leading to catastrophic consequences must be avoided, panellists argue that failures also serve as a way to view one’s context. An important stance that must be developed in organisations is the willingness to see lessons learned from failure, and using these lessons in improving future operations.
There was another query related to individuals reverting to “selfish” behaviour in times of crisis and how to address such. A good insight emerged by framing this “selfish” behaviour as a function of human nature. It becomes important then for BC managers to understand human nature in times of crisis and use it to frame BC planning. It was framed succinctly by this phrase, “nobody thinks about a company when things go wrong”. As such, it makes good BC policy to ensure the safety of employees and their families as a prime requirement for re-establishing normalcy following a disruptive event.
Another delegate raised the question of reputation and how BC managers can mitigate reputational risks arising from an incident. Crisis communication is seen as crucial in averting reputational damage. However, the rise of social media has disrupted traditional models of communication and has rendered the “golden hour” prized in crisis communication obsolete. In order to manage an organisation’s reputation, social media specialists are highly encouraged to be part of crisis communications teams and rely on automated solutions that can help responders to manage an incident.
Another question focused on defining resilience and the place of BC practitioners in this emerging space. The ensuing discussion touched on the recurring theme of agility and collaboration with other stakeholders (e.g. risk managers, IT specialists, R&D professionals, etc.). Given that BC forms part of a wider resilience agenda, panellists recommend that it may be necessary for BC practitioners to see themselves as “business enablers”. As BC practitioners are normally viewed as “bearers of bad news”, they need to redefine themselves by marketing the importance of BC in enabling other functions of the business in order to enlist support of other staff. As such, BC can be seen as “protectors of the present” in order to safeguard an organisation’s future.
A delegate asked about supply chain issues and the role of BC managers in ensuring resilience. In addition to supply chain trends, panellists also brought up the phenomenon of outsourcing which comes with a host of issues that affect supply chains (i.e. contractual obligations, dependencies, etc.). Panellists’ insights also paralleled BCI findings in recent research5 : (1) the necessity of collaborating with key suppliers in order to anticipate supply chain risks/disruptions; (2) sharing best practices and knowledge; and (3) protecting their investments in order to embed resilience across supply chains.
This was related to issues of due diligence brought up by another delegate. Panellists also encouraged BC practitioners to engage with procurement, mergers and acquisitions in order to add a “BC voice” and additional value to these departments’ work. BC practitioners have a role to play in ensuring due diligence because of their familiarity with risks, disruption and service assurance. As due diligence is also a function of an organisation’s risk appetite, BC practitioners are also encouraged to work with risk specialists and embed resilience through collaborative effort.
The final question referred to BC exercises and how these may change in the future. Panellists predict that future BC exercises may well involve customers/end-users. This is due to factors such as ubiquitous connectivity, the closer integration of supply chains, and the presence of generalised threats like cybercrime which affects both organisations and consumers alike.
Another breakout session followed the plenary in which delegates were asked to come up with actions that may benefit the specific sectors identified in the earlier presentations. The following table summarises these actions (Table 1).
Looking Into The Sector
5. Alcantara, P. (2014). Supply Chain Resilience Trends, 2009-2013 Surveys. Caversham, UK: Business Continuity Institute.
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Table 1. A table summarising actions that may benefit the specific sectors identified in the earlier presentations.
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Key Takeaway - Resilience is an evolving space that carries implications to BCM practice in different sectors. BC will remain relevant as a discipline in the future by engaging with other professionals (risk, IT/disaster recovery, crisis management, etc.) in embedding agility and adaptability in their organisations.
Chapter 5
Chapter 6WHAT SKILLS DO BCPRACTITIONERS IN THE FUTURENEED?
“... BC practitionersof the future
are seen to be“business enablers”...”
The BCI Executive Forum began with a sweeping overview of the future and horizon scanning general trends of relevance to BC practitioners. It was followed by discussing the implications of these general trends to specific sectors and how BC practitioners can make their practice relevant to their daily roles. The final plenary session capped this discussion by focusing on what lies ahead for the profession and ensuring the development of BC talent that is fit for purpose to future challenges. In the plenary, delegates visualised the necessary competencies and skills of a BC manager and came up with the following professional profile.
WHAT SKILLS DO BC PRACTITIONERSIN THE FUTURE NEED?
Figure 14. Competencies and skills of a BC manager
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Several themes emerged as delegates went on identifying the professional profile of a BC practitioner. An important stream included the classification of BC as a generalist or a specialist profession. Delegates argued for the specialist nature of BC because of its core knowledge requirements (i.e. BCM Lifecycle, Good Practice Guidelines, etc.). This was closely related to another theme that focused on the qualifications and certification of BC professionals. Given the specialist nature of the discipline, delegates raised an important challenge in developing professional qualifications that
include knowledge, skills and competencies required by the BC profession. This will professionalise the ranks of BC practitioners and strengthen the theoretical/practical bases of the profession.
Another emergent theme referred to the development of generic skills and competencies that will enable BC practitioners to influence organisations. As future challenges are not merely technological but also social, the current BC profession must also train future practitioners to develop the skills that can bridge the differences among people, attitudes and values. As such, it is essential to develop a wide skill set owing to the interdisciplinary, cross-functional nature of the discipline. Given the changing terrain of risk and the host of problems that it brings, BC practitioners of the future will be likely collaborating with specialists from other fields in order to become “business enablers”. This requires several skills and competencies (e.g. communication, research, etc.) around the core knowledge of BCM – and to a certain degree, risk – concepts.
The relationship of BC practitioners with management also emerged as a major theme in the development of knowledge, skills and competencies for the profession. It relates to the challenge of developing relevant qualifications that will professionalise the ranks of BC practitioners and further their reputation as credible experts when facing top management. A question was also raised in relation to whether a BC manager in an organisation should have board-level status given firm-wide knowledge and a role of “business enabler”. Working towards this status, it was argued, will increase the regard for the profession and enable BC managers to implement more sweeping changes within organisations.
A related theme was also raised in connection to the role of BC practitioners within organisations. Given the usual role of BC managers as the “bearer of bad news”, a big challenge lies ahead in shaping organisational culture towards accepting “bad news” and using it as a resource to further resilience. Several delegates have recounted experiences where it was especially challenging to find leaders who actually listened to BC professionals given that they are associated with “bad news”. Most often, BC professionals are thought to have the lonely job of “deflating the bubble of overconfidence” which contributes to this negative perception of the role. As such, whilst the BC profession recognises that organisational cultures need to change, the profession itself must train future BC practitioners to facilitate that change. Current BC professional formation will have to adapt in order to inculcate the knowledge, skills and competencies that will enable future practitioners to influence organisational cultures.
This points out to a way forward for the profession. BC practitioners of the future are seen to be “business enablers” that draw upon the input of various professions and disciplines. The relevance of BC practitioners lies in their ability to lead disparate elements of an organisation towards resilience. As such, there is a need to imagine the formation of BC practitioners beyond the current education
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What skills do BC practitioners in the future need?Chapter 6
Key Takeaway - The BC profession is in a crossroads as it adapts to a changing context. It is important for the discipline to revisit its education and training programmes to further professionalise its ranks. It must also develop relevant knowledge, skills and competencies that will enable collaboration and increase impact on organisational cultures.
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What skills do BC practitioners in the future need? Chapter 6
and training system. This is the next big challenge for the profession as it attempts to create impact on organisations. BC that is fit for future purpose must not be seen merely as a process-orientated, “tick the box” type of discipline. Its future relevance will lie on its ability to embed resilience through enabling interdisciplinary, cross-functional practice.
The Speakers,Delegates & Panellists
Luc Albrecht MBCIBusiness Continuity Manager, SWIFT
Patrick AlcantaraResearch Associate, BCI
Dr James BelliniKeynote Speaker and Moderator
Maurice Bernet AMBCIBusiness Continuity Manager, Banque Pictet & Sie CA
Lyndon Bird FBCITechnical Director, BCI
Will BrownDirector of Resilience, PwC
Ann Clark MBCIGlobal Head of Business Continuity, Man Group plc
Chris De Blende MBCISenior Manager, PwC
David Davies MBCIIT Service Continuity, Phoenix
Marc Decaffmeyer CBCIHead of Business Continuity Management, BNPP Fortis
Gabriel Devoise-LambertBanking Logistics and Information, Bank for International Settlement
Lesley Grimes MBCIBusiness Resilience Manager, Atomic Weapons Establishment
Millington Gumbo MBCIHead of Business Continuity Management, Standard Bank Group
Natalie HaasAccount Manager, xMatters
Deborah Higgins MBCIHead of Learning and Development, BCI
Nicola HuxleySecurity Risk and Resilience Manager, British American Tobacco
Magdalena Kowalska CBCIPolicy Officer (Business Continuity Management), European Commission
Frank Lady MBCISenior Vice President for Business Continuity, Bank of America
Kirk Langley MBCIBusiness Continuity Manager, Reed Elsevier
Maurice MaasICT Researcher, Netherlands Police
Dr Robert MacFarlaneAssistant Director, Cabinet Office
Steve Mellish FBCIChairman, BCI
Ricardo MessiasDirector for Environment, Sustainability and Business Continuity, EDP Distribution
John MilneDirector for Financial Services – Advisory, Ernst & Young
Claudiu Radu ZoicasCouncillor, North Atlantic Treaty Organisation
Andrew ScottSenior Communications Manager, BCI
Florin UrseanuHead of the Business Continuity Unit, European Commission
Marc Van DoorenmaalenHead of Business Continuity Management, ABN Amro Bank NV
Werner Verlinden FBCIVice President for BCM, Reed Elsevier
Rachel Young MBCIGlobal Risk Programme Manager, Nike
The Speakers, Delegates & Panellists
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A photo of all the speakers, delegates & panellists for the forum
AnnexBCI EXECUTIVE FORUMSCHEDULE
BCI Executive Forum Schedule
DAY 1 – WEDNESDAY 21ST MAY0900 Welcome & Introduction To Day 1
Steve Mellish FBCI, Chair of the BCI Board & Dr James Bellini
0915 Plenary Session 1: 2020 Vision – A Future Gazing PresentationDr James Bellini
1030 REFRESHMENT BREAK
1045 Plenary Session 2: Facilitated Discussion – What Future Challenges?Dr James Bellini & all delegates
1230 LUNCH
1330 Plenary Session 3: ‘What If’ ScenariosDetermine The ‘What If’ Questions To Be Addressed In The Breakout Sessions
1445 REFRESHMENT BREAK
1500 Breakout Session 1: Issues Of An Urban World Breakout Session 2: Smart Cities – Rewards And Risks Breakout Session 3: Beyond Brics – Implications Of A ‘Western Renaissance’
1615 Breakout Session Feedback & DiscussionReview of Day One
1700 End of Day One
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Annex
DAY 2 – THURSDAY 22ND MAY0845 Welcome & Introduction To Day 2
Dr James Bellini
0900 Plenary Session 1: Sector Specific Horizon Scanning Presentations
Dr Rob McFarlane, Cabinet OfficeResilience: A Framework, A Wrapper Or A Label?
John Milne, Ernst & Young (Formerly Bank Of England)Options For The Future Of Banking
Nicola Huxley, British American TobaccoBCM Out To 2020: The Challenges For Manufacturing, Distribution & Retail
1030 REFRESHMENT BREAK
1045 Plenary Session 2: Panel DiscussionChair: Dr James BelliniPanel: Werner Verlinden, Chris De Blende, Luc Albrecht, Rachel Young, Lesley Grimes
1145 Breakout Session: Short, Medium & Long Term Activities
1215 LUNCH
1300 Breakout Session 1: Public Sector Resilience Breakout Session 2: Financial Resilience Breakout Session 3: Manufacturing, Distribution & Retail Resilience
1400 Breakout Session Feedback
1430 REFRESHMENT BREAK
1445 Plenary Session 3: Skills & Competencies For Future BC & Resilience ProfessionalsDr James Bellini
1545 Review of the Executive Forum 2014-06-02
1600 CLOSE OF FORUM
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