Notable statements from the 2011-2012 KPMG Global BCM Program Benchmarking Study

  • The fact that 31% of respondents felt they had met their RTO during a disruption, when 85%
    are using exercises, indicates there is room to improve the quality of exercises. ~ED Mately,
    Director, Advisory Services, KPMG LLP
  • It is interesting that reputation as a program driver has increased from 14% to 40% in the last
    four years. I believe this is the direct result of the pervasiveness of social media & its impact on
    public perception.
  • Almost 85% of the respondents state that their business continuity program is primarily
    implemented for continuity of operations, which emphasizes the acknowledgement of
    corporate responsibility and ownership to institutionalize this continuity into business
  • It appears that the business continuity function is getting better defined, is reporting at a higher
    level and functional substantiation is based on value to the business. If we want to raise the
    profile of BCM and get executive-level buy-in, then we need to measure the value contribution
    of BCM programs not just program performance.
  • Many organizations’ IT recovery strategies are undergoing change, namely internal software
    and hardware solutions (43%), combination internal and external solutions (36%), and external
    hardware and software solutions (23%). On average, 3.8% of IT budgets go to disaster recovery
  • An organization’s reputation can be ruined in minutes if not handled appropriately. That is why
    it is essential to have social media plans incorporated as part of an overall crisis management
  • Executive sponsorship, funding and other metrics are important considerations for all
    organizations. One way we can further develop BCM programs is to increase collaboration
    across all industries.

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