Operational Resilience in Financial Institutions
Operational Resilience in Financial Institutions
Lyndon Bird
Couldn't load pickup availability
It is widely held opinion that conventional risk management - and by implication business continuity management - failed to predict the severity of the crisis or provide an effective way of mitigating the operational impacts which resulted from it. This led many organisations to question their approach to operational risk, seeking a more holistic approach which relied less on theoretical models.
As a result of this type of thinking, resilience has emerged as an important new concept, which is now used in many large-scale businesses to cover a range of functions that had traditionally been seen as specialist disciplines. Some argue that resilience is more than continuity, although it is accepted by almost everyone that an organisation cannot be considered resilient unless it can demonstrate its ability to continue through difficult times.
Operational Resilience in Financial Institutions enables you to systematically work through the key areas of business continuity management (BCM) to ensure your company will be resilient in the face of both predictable and unpredictable adverse events.
Share
More information
About the Author
Lyndon Bird is technical director of the BCI. He helped found Continuity Planning Associates BV in the Netherlands in 1986, and has acted as a consultant, educator, presenter, author and business manager. Lyndon has spoken at and chaired conferences and contributed features, articles and interviews to many publications. He served as a member of the BCI board, including three years as chairman, edits the Journal of BCM and Emergency Planning,is a member of the BS25999 Technical Committee and has advised the UK Civil Contingencies Secretariat. Lyndon was voted BCM Consultant of the Year in 2002 and given the BCM Lifetime Award in 2004. He holds a BSc (Hons) in chemistry and an MSc in management sciences from the University of Manchester.
Table of contents
Introduction
Lyndon Bird (The Business Continuity Institute)
PART 1: Anticipating Problems
1. The Value of Horizon Scanning in Setting Business Continuity Policy
Lee Glendon (D&B Europe)
2. Monitoring Emerging Risks
Tim Astley (Zurich Insurance)
3. Understanding and Analysing the Consequences of Business
Vincent West (Aon Risk Solutions)
PART 2: Preventing and Mitigating Operational Risk
4. Managing Operational Risk
Dean Beaumont (MBCI)
5. Building a Resilient Capability
Rod Ratsma (Phoenix IT Services)
6. Cyber Resiliency
Lyndon Bird (The Business Continuity Institute)
7. BCM and Compliance - legislation, regulation and standards
Eugene Taylor (TaGza)
PART 3: Dealing with Unpredictable Events
8. Effective Crisis Management
Mark Heywood (UBS)
9. Embedding BCM into the business culture - An Asian perspective
Willem Hoekstra (Nomura)
10. Scenario-based Crisis Management Exercising
Laure Molinier (Euroclear)
11. The Future of Business Continuity Tools and Techniques
Ian Crabb (ClearView Continuity)
PART 4: Measuring Value
12. The Business Benefits of Business Continuity
Rick Cudworth (Deloitte)
13. Engaging the Board: Resilience measured
Adrian John Davis and Emmeline Skelton (PricewaterhouseCoopers and Information Security Forum (ISF))
14. What does good BCM look like? - Metrics and Performance Indicators
Frank Lady (Bank of America)