BCM Program Trends What are the Most Successful Programs doing Right? What are the Most Successful Programs doing Right? Cheyene Marling, Hon. MBCI EBCM Summit 2015 January 27, 2015

Topics of Presentation Progression to Today’s BCM Planning What Distinguishes “Very Mature” Present Findings for “Very Mature” and “Very Immature” Programs Stay Ahead of the Game? The Future Focus?

Progression – Today’s BCM Technology Focus Technology Focus 1970’s – 1998 “Disaster Recovery” Data Processing/ Data Center Focus Isolated Lacking Controls/ Standards Enterprise Focus Enterprise Focus 1998 – Current “Enterprise Contingency/ Resilience Planning” Risk Management/ Enterprise Focus Integrated Increasing Controls/Standards

Mature Programs - Distinguishing Factors Increased Visibility Executive Driven Corporate Culture Centralized Multiple Disciplines Highly Integrated Frequent Assessments/ Audits/Exercises Controls/ Standardization/ Metrics

Program Maturity

Program Maturity Trends Reporting Structure Placement of Program Placement of Program Increased Visibility Increased Visibility Executive Support Executive Support Corporate Culture Corporate Culture

Top Department - All Respondents Information Technology - 18% Risk Management - 18% Business Continuity Office - 17% Emergency/ Crisis Management - 7% Top Department - “Very Mature” Business Continuity Office - 25% Risk Management - 18% Information Technology - 16% Corporate Offices - 7% Security-Information - 7%

Trending – Positioning of the Program Business Continuity Office: Increase of 10% to 17% Information Technology: Decrease of 27% to 18% Risk Management: Increase of 11% to 18%

Trending – Maximum Visibility Ratings Business Continuity Office: 8% Increase Information Technology: 11% Decease Risk Management: 6% Decrease

Top Sponsor - All Respondents CIO/ CTO - 14% VP/ Director - 11% CRO - 9% CEO - 8% COO - 8% Top Sponsor “Very Mature” CIO/CTO - 16% Board/ Executive Committee - 11% CEO -11% CSO/ CISO -11%

Trending – Program Sponsor Board/ Executive Committee: 3% Decrease CIO/ CTO: 5% Decease COO: 4% Increase CRO: 6% Increase

78% of the study respondents with “Very Mature” programs indicated that the program reported to a Board/ Executive Committee/Chief Level while 34% of the study respondents with “Very Immature” programs noted the same.

70% 36% 40%

Program Maturity Trends Enterprise Integration Centralize the Program Centralize the Program Multiple Disciplines within Program Multiple Disciplines within Program Enterprise Driven - Integrate Enterprise Driven - Integrate

64% of all study respondents centralize their program with budgeting and staffing. 63% of those respondents with a centralized program believe it contributes to the success of their program compared to 28% who do not centralize their program.

47% of all study respondents noted 5+ disciplines included in the program.

Program Maturity Trends Assessment and Audit Frequency Frequency Comprehensive Comprehensive Leverage Outcome Leverage Outcome

Program Maturity Trends Exercise Frequency Frequency Methods Methods Enhance Program Enhance Program

Program Maturity Trends Certify Controls Controls Standardization Standardization Measurement Measurement

Other Data Findings

Stay Ahead of the Game What Makes Sense for Your Organization? Be Strategic! What will get their focus? Remember – Enterprise, Highly Integrated & Executive Driven

The Future Focus How is Your Program Viewed…? Cost of Doing Business? Investment in the Business? Capitalize on Corporate Culture Increased Controls/Standards Enhance Executive Support

Questions? Cheyene Marling, Hon. MBCI BC Management, Inc. +1 (714)