{"id":595,"date":"2026-04-28T12:58:20","date_gmt":"2026-04-28T12:58:20","guid":{"rendered":"https:\/\/multisite.mdmdata.co.uk\/everywhen\/insights-and-news\/uncategorized\/resilience-planning\/"},"modified":"2026-06-02T19:52:51","modified_gmt":"2026-06-02T19:52:51","slug":"resilience-planning","status":"publish","type":"insights_news","link":"https:\/\/bcarm-staging.uk\/everywhen\/insights-and-news\/business-continuity\/resilience-planning\/","title":{"rendered":"Resilience Planning"},"content":{"rendered":"<style>\r\n\t#gen549982366 h1{color:var(--primary) !important}\r\n\t#gen549982366 h2{color:var(--primary) !important}\r\n\t#gen549982366 h3{color:var(--primary) !important}\r\n\t#gen549982366 h4{color:var(--primary) !important}\r\n\t#gen549982366 h5{color:var(--primary) !important}\r\n<\/style>\r\n<section class=\"general-content-block\" style=\"background-color: var(--white); color: var(--black);padding-top: 30px; padding-bottom:30px\" id=\"gen_549982366\">\r\n\t<div style=\"max-width:var(--content-width)\">\r\n\t\t<h3 class=\"insights-h2 brand-dark-text\">Crowdstrike and the UK riots at the beginning of August 24 illustrate how unpredictable events can quickly disrupt business. These unpredictable, disruptive events aren&#8217;t a recent phenomenon; there are plenty of examples over the last five years, aside from Covid.<\/h3>\n<div class=\"insight-richtext-wrapper\">\n<p id=\"ember536\" class=\"ember-view reader-text-block__paragraph\">With tensions mounting in Asia, the potential for an extended conflict in Eastern Europe, changing weather patterns, and the increasing application of AI, there is plenty of scope for further &#8220;unpredictable&#8221; \/Black Swan disruptive events.<\/p>\n<h3 id=\"ember537\" class=\"ember-view reader-text-block__paragraph insights-h4 brand-dark-text\">So, how do we protect ourselves from these?<\/h3>\n<p id=\"ember538\" class=\"ember-view reader-text-block__paragraph\">It&#8217;s true that you can&#8217;t plan for everything, but can you plan for Anything?<\/p>\n<p id=\"ember539\" class=\"ember-view reader-text-block__paragraph\">We think you can, or at least you can very close to it, and this defines the difference between Business Continuity and Business Resilience Planning.<\/p>\n<\/div>\n\t<\/div>\r\n<\/section>\n\n<style>\r\n\r\n\t#block_580559974{background-color: var(--white)}\n#block_580559974{color: var(--primary)}\n#block_580559974 h1, #block_580559974 h2, #block_580559974 h3, #block_580559974 h4, #block_580559974 h5{color: var(--primary)}\n\t\r\n<\/style>\r\n<section class=\"two-col-block fit-cover\" id=\"block_580559974\">\r\n    \r\n    <div class=\"two-col-inner\" style=\"margin-top: 0px; margin-bottom:0px\">\r\n\r\n        <div class=\"twocol-content\">\r\n\r\n\t\t\t<h3>Watch this 2-minute explainer video on You Can&#8217;t Plan for Everything but can you Plan for Anything.<\/h3>\n\t\t\t\r\n\t\t\t\r\n\t\t\t\t\t\t\r\n        <\/div>\r\n        \r\n\t\t\r\n\t\t\r\n        <div class=\"twocol-photo\">\r\n\t\t\t\r\n\t\t\t\t\t\t\t<div class=\"videowrapper\"><iframe loading=\"lazy\" title=\"You Can&amp;apos;t Plan for Everything but can you Plan for Anything\" src=\"https:\/\/player.vimeo.com\/video\/1089068455?dnt=1&amp;app_id=122963\" width=\"640\" height=\"360\" frameborder=\"0\" allow=\"autoplay; fullscreen; picture-in-picture; clipboard-write; encrypted-media; web-share\" referrerpolicy=\"strict-origin-when-cross-origin\"><\/iframe><\/div>\t\t\t\t\t\t\r\n            \r\n\t\t\t\r\n        <\/div>\r\n        \r\n    <\/div>\r\n\r\n<\/section>\n\n<style>\r\n\t#gen464038521 h1{color:var(--primary) !important}\r\n\t#gen464038521 h2{color:var(--primary) !important}\r\n\t#gen464038521 h3{color:var(--primary) !important}\r\n\t#gen464038521 h4{color:var(--primary) !important}\r\n\t#gen464038521 h5{color:var(--primary) !important}\r\n<\/style>\r\n<section class=\"general-content-block\" style=\"background-color: var(--white); color: var(--black);padding-top: 30px; padding-bottom:30px\" id=\"gen_464038521\">\r\n\t<div style=\"max-width:var(--content-width)\">\r\n\t\t<p id=\"ember540\" class=\"ember-view reader-text-block__paragraph\"><strong>Planning for Everything<\/strong>\u00a0requires an event\/threat-based approach. This is Okay for the threats\/events we understand, and it is typically addressed with a Risk Assessment at the outset of BC Planning in the Analysis phase.<\/p>\n<p id=\"ember541\" class=\"ember-view reader-text-block__paragraph\">This has inherent challenges; firstly, it is limited to known threats (what about the &#8220;unknown&#8221;?), and secondly, the BC Process can easily spin out of control when we start trying to think of everything that could happen &#8211; this is a common cause of &#8220;dis-engagement&#8221; with the process.<\/p>\n<h3 id=\"ember542\" class=\"ember-view reader-text-block__heading-2 insights-h3 brand-dark-text\">What about the &#8220;unknown&#8221;?<\/h3>\n<p id=\"ember543\" class=\"ember-view reader-text-block__paragraph\"><strong>Planning for Anything<\/strong>\u00a0requires a different approach by looking at operational functionality and being &#8220;event agnostic&#8221;.<\/p>\n<p>DW News image July 2024<\/p>\n\t<\/div>\r\n<\/section>\n\n<div  class=\"acf-fullwidthimage-block\">\r\n     <div style=\"max-width:80%\"><img decoding=\"async\" src=\"https:\/\/bcarm-staging.uk\/everywhen\/wp-content\/uploads\/sites\/3\/2026\/04\/crowdstrike.jpg\" loading=\"lazy\"\/><\/div>\r\n<\/div>\r\n\n\n<style>\r\n\t#gen145182409 h1{color:var(--primary) !important}\r\n\t#gen145182409 h2{color:var(--primary) !important}\r\n\t#gen145182409 h3{color:var(--primary) !important}\r\n\t#gen145182409 h4{color:var(--primary) !important}\r\n\t#gen145182409 h5{color:var(--primary) !important}\r\n<\/style>\r\n<section class=\"general-content-block\" style=\"background-color: var(--white); color: var(--black);padding-top: 30px; padding-bottom:30px\" id=\"gen_145182409\">\r\n\t<div style=\"max-width:var(--content-width)\">\r\n\t\t<p id=\"ember544\" class=\"ember-view reader-text-block__paragraph\">So, let&#8217;s get clear on the basic concepts&#8230;<\/p>\n<p id=\"ember545\" class=\"ember-view reader-text-block__paragraph\">A business delivers its products and\/or services by utilising its Assets and Resources.<\/p>\n<p id=\"ember546\" class=\"ember-view reader-text-block__paragraph\">These may be the obvious physical assets and intangibles such as brand and reputation, external assets\/resources such as supply chain, and our product\/service distribution\/route to market.<\/p>\n<p id=\"ember547\" class=\"ember-view reader-text-block__paragraph\">&#8230;and it delivers these products\/services through time.<\/p>\n<p id=\"ember548\" class=\"ember-view reader-text-block__paragraph\">Time is the real currency of resilience planning.<\/p>\n<p id=\"ember549\" class=\"ember-view reader-text-block__paragraph\">When\u00a0<strong>Planning for Anything,\u00a0<\/strong>rather than looking at threats\/events, we need to focus on two things;<\/p>\n<ol>\n<li>Our ongoing ability to deliver products\/services through the availability of our Assets\/Resources &#8211; after all, it is the combination and utilisation of these that allows us to deliver our products\/services.<\/li>\n<li>Our Tolerance for Disruption: if I can&#8217;t deliver my product for X long, I experience Y damage.<\/li>\n<\/ol>\n<h3 id=\"ember551\" class=\"ember-view reader-text-block__heading-2 insights-h3 brand-dark-text\">Tolerance for Disruption<\/h3>\n<p id=\"ember552\" class=\"ember-view reader-text-block__paragraph\">In the BC process, we look at the Maximum Tolerable Period of Disruption (MTPD), which is focused on major events that will &#8220;kill&#8221; the business and is illustrated in the diagram below. However, lower levels of &#8220;outages&#8221; can cause a different impact, over the longer-term damage and impair the business&#8217;s future opportunities &#8211; and this is because disruption can create a resilience reaction in customers.<\/p>\n<p id=\"ember553\" class=\"ember-view reader-text-block__paragraph\">If we consider a business that has built a model around a sole supplier solution, this can drive great efficiency and cost control. However, if that business has an outage, maybe only a short outage from which it recovers, the disruption may cause its customers to begin thinking about a dual supplier strategy to build their resilience.<\/p>\n<p id=\"ember554\" class=\"ember-view reader-text-block__paragraph\">So, in addition to the MTPD, there is an earlier point at which the model experiences some damage, a point at which customers start to react. We describe this as the Initial Point of Customer Reaction (IPOCR).<\/p>\n<h3 id=\"ember555\" class=\"ember-view reader-text-block__heading-2 insights-h3 brand-dark-text\">When we experience disruption<\/h3>\n<p class=\"ember-view reader-text-block__heading-2 insights-h3 brand-dark-text\">When customers start to react, we describe this as the Initial Point of Customer Reaction (IPOCR).<\/p>\n<h3 class=\"reader-image-block reader-image-block--full-width\">Major vs Minor Disruption<\/h3>\n<p id=\"ember558\" class=\"ember-view reader-text-block__paragraph\">In the BC Process, the MTPD will be one factor driving our BC Objectives and our Programme Design. But understanding when our Customers are likely to start reacting to disruption and to what degree allows us to consider lower levels of disruption that can cause a different type of damage &#8211; that sparks a resilience reaction in its customers. Arguably, lower levels of disruption can be more likely than a major event! Last year, we worked with a business two days away from being unable to supply its product due to a cyber attack at one of its key (and sole) suppliers of a key component of its product.<\/p>\n<h3 id=\"ember559\" class=\"ember-view reader-text-block__heading-2 insights-h3 brand-dark-text\">Shaping our BC and Resilience Objectives<\/h3>\n<p id=\"ember560\" class=\"ember-view reader-text-block__paragraph\">As an example, Company A has three clearly defined product channels with MTPD&#8217;s as follows<\/p>\n<ul>\n<li>Product Channel 1 &#8211; 8 weeks<\/li>\n<li>Product Channel 2 &#8211; 10 weeks<\/li>\n<li>Product channel 3 &#8211; 12 weeks<\/li>\n<\/ul>\n<p id=\"ember562\" class=\"ember-view reader-text-block__paragraph\">But it has IPOCR of:<\/p>\n<ul>\n<li>Product Channel 1 &#8211; 2 weeks &#8211; could cause the loss of 30% of sales<\/li>\n<li>Product Channel 2 &#8211; 3 weeks &#8211; could cause the loss of 25% of sales<\/li>\n<li>Product channel 3 &#8211; 6 weeks &#8211; could cause the loss of 35% of sales<\/li>\n<\/ul>\n<p id=\"ember564\" class=\"ember-view reader-text-block__paragraph\">Once we understand our Maximum Tolerable Period of Disruption (MTPD) and the Initial Period of Disruption to Continuity (IPOCR), we can assess the recoverability of our assets and resources. In the above example, if we consider Product Channel 1, having a 2-week tolerance for disruption instead of 8 weeks, this may drive very different requirements for BC and Resilience requirements, Objectives, and the overall Programme Design.<\/p>\n<h3 id=\"ember565\" class=\"ember-view reader-text-block__heading-2 insights-h3 brand-dark-text\">It doesn&#8217;t matter why the asset\/resource is unavailable &#8211; if you can recover it within your IPOCR, you will be resilient!<\/h3>\n<p id=\"ember566\" class=\"ember-view reader-text-block__paragraph\">Once we know our MTPD and IPOCR, we can look at the Recoverability\/Recovery Time of our Assets\/Resources. Rather than assessing the Recoverability against our MTPD, the IPOCR drives different outputs. This opens up the opportunity to consider threats and risk reduction at a more granular level based on the criticality\/recoverability of Assets\/Resources.<\/p>\n<h3 id=\"ember567\" class=\"ember-view reader-text-block__heading-2 insights-h3 brand-dark-text\">Free Business Continuity and Resilience resources<\/h3>\n<p id=\"ember568\" class=\"ember-view reader-text-block__paragraph\">Look at our\u00a0<a class=\"app-aware-link \" href=\"https:\/\/info.bcarm.co.uk\/bcr\" target=\"_self\" data-test-app-aware-link=\"\">free resources<\/a>\u00a0here to learn more about Business Continuity and Resilience and how to plan for anything. \u00a0Or\u00a0<a title=\"Book a Demo\" href=\"https:\/\/www.bcarm.co.uk\/book-meeting\/\">get in touch<\/a>\u00a0for a chat about how we may be able to help you move your business continuity planning forwards.<\/p>\n<h3 class=\"insights-h4 brand-dark-text insights-h3\">If you found this article useful, you may also be interested in our related insights, such as<\/h3>\n<ul>\n<li><a title=\"Creating buy-in to Business Continuity\" href=\"https:\/\/www.bcarm.co.uk\/insights-and-news\/business-continuity\/creating-buy-in-to-business-continuity\/\">Creating buy-in to Business Continuity<\/a><\/li>\n<li><a title=\"Choosing the right Business Continuity Strategy\" href=\"https:\/\/www.bcarm.co.uk\/insights-and-news\/business-continuity\/choosing-the-right-business-continuity-strategy\/\">Choosing the right BC strategy<\/a><\/li>\n<li><a title=\"What is a Business Continuity Management System?\" href=\"https:\/\/www.bcarm.co.uk\/insights-and-news\/business-continuity\/what-is-a-business-continuity-management-system\/\">What is a Business Continuity Management System<\/a><\/li>\n<\/ul>\n\t<\/div>\r\n<\/section>","protected":false},"excerpt":{"rendered":"","protected":false},"author":4,"featured_media":594,"template":"","insight_category":[12],"class_list":["post-595","insights_news","type-insights_news","status-publish","has-post-thumbnail","hentry","insight_category-business-continuity"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.8 - 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