There are no headquarters or boards of directors. We don't have a mailing address.
David and Mark distilled recommendations, information, and proven practices from around the industry into a Manifesto.
We thought it important to provide a website for discussion, information gathering, and growth.
We have some ideas for next steps, but it's going to take a community to propel and mature Adaptive BC for use throughout the industry and to inform the discipline and its practitioners.
So add your voice to the conversation.
Adaptive BC is a real alternative to traditional BC planning; it will grow in value as it grows with your input.
Drawing on advances in Agile project management and lean process improvement, Adaptive BC facilitates the rapid enhancement of recovery capabilities. The practitioner should work in short cycles to prioritize efforts and produce deliverables that provide value to the organization. Adhering to the principles of the “Adaptive BC Manifesto,” practitioners should develop their business acumen, taking time to learn about the mission and culture of the organization, adapting to the needs of each department instead of forcing a strict methodology across all parts of the organization.
Adaptive Business Continuity is a flexible and outcome-oriented alternative to traditional continuity planning. Its focus is the continuous improvement of capabilities that will allow an organization to continue or recover its services following an uncontrolled unavailability of resources (including locations) and people.
The Adaptive BC approach is non-linear, allowing the practitioner to prioritize efforts based on the relative value provided. Throughout the process, the planner adapts to the needs and culture of each department, improving existing capabilities and empowering employees to adapt to disruptive events as they unfold. Planning is social and collaborative, requiring the practitioner to work and build trust with all participants. The required outcomes of the BC program should be balanced with the environment of the organization.
An organization’s recovery capabilities consist of: resources, procedures, and competencies. Each of these can be measured by assessing what the organization needs for recovery compared to what is already shown to be in place.
All planning takes place within an “aperture” of constraints, namely loss and restriction: