Adaptive BC Book and Articles

Adaptive Business Continuity: A New Approach, published by Rothstein Publishing.

Available in eBook and Paperback at Amazon, Apple Books, and Google.

Book Cover

Articles on Adaptive BC and related topics

Year Category Author Title Description
2020LinkedIn ArticleDavid LindstedtCoronavirus and Christchurch: Actionable Advice from Protracted DisastersWhat we have learned from protracted disasters in the early 21st century and how to apply it to COVID-19.
2020LinkedIn ArticleDavid LindstedtStandard Business Continuity Cannot Help You Now (and what to do instead)Why standard business continuity has been of limited value during COVID-19 and how Adaptive BC can improve the situation.
2019The BC ProfessionMark ArmourI Admit I Was WrongIf you've followed Adaptive for any length of time then you are surely aware that it has its share of detractors and that it has certainly caused some rancor within the establishment. In this piece, Mark Armour tries to make amends.
2019General BC PracticesDavid LindstedtAdaptive BC vs BCI's GPG: What is Business Continuity?David Lindstedt lays out some of the most fundamental differences between our profession's traditional definition of business continuity and Adaptive's.
2019The BC ProfessionMark ArmourOn Stones, Clay and Rubber BallsMark Armour does his level-best to try to put business continuity wihtin its proper context amid resilience, risk and emergency management.
2019General BC PracticesMark ArmourThe Secret to Executive Engagement: Don't Try to Get Executive EngagementWhile traditional business continuity methodology puts a significant focus on executive support and engagement, Adaptive specifically looks to spread the wealth across the organization. What then, is to be done about involvement of leadership? Mark Armour answers this question here.
2019Academic ResearchHis Yueh Chen, Ajay Das, Dmitry IvanovBuilding resilience and managing post-disruption supply chain recoveryEye opening academic research paper. Example: "The unpredictability of disruption magnitude and nature suggests that the post-disruption management process may be as important, if not more so, than pre-determined pre-disruption strategies."
2019ResilienceDavid LindstedtCan Resilience Survive? The Fundamental Questions behind ResilienceFor resilience to endure, it faces at least three significant challenges: A clear definition of scope, an accepted set of measures, and a value that is more than the sum of its parts. It seems very unlikely that resilience will be able to overcome even one, let alone all three, of these challenges.
2019BIA and RADavid LindstedtSome thoughts about the BIA debateIn a response to recent articles about the BIA's role in business continuity, Dr. David Lindstedt responds and attempts to reframe the debate
2018The BC ProfessionDavid Lindstedt2018: The BC Ship Continues to SinkThis is a follow-up to David Lindstedt's article "The Sinking Ship of Business Continuity" and continues to make the case that the leading business continuity institutions (DRI and the BCI) are no longer in the business of BC.
2018General BC PracticesDavid LindstedtThe Strange Place of the Human in Business ContinuityAn insightful look at business continuity and how it differs from so many other endeavors. A great follow-up is David Lindstedt's Agile, Purpose, and Self-Organizing BC Teams.
2018Adaptive Busines ContinuityDavid LindstedtTime: A New Adaptive BC PrincipleUnless you were following Adaptive in early 2018, you may not be aware that the original Manifesto only had 9 Principles. After publishing "Our Deep Misunderstanding of Time in Preparedness Planning" it was decided that a new Principle was warranted.
2018Adaptive Busines ContinuityMark ArmourAdaptive Business Continuity: Clearly Different, Arguably BetterIs Adaptive truly better than traditional approaches to business continuity? Well, looking at the language used by both, it seems pretty clear which makes more sense and delivers greater value.
2018General BC PracticesDavid LindstedtThe Unbearable Lightness of BC-ingShould we get rid of business continuity plans? If so, why and with what do we replace all that shelfware with anyway?
2018The BC ProfessionDavid LindstedtThe Sinking Ship of Business ContinuityThe major players in the business continuity game seem to be preoccupied with other endeavors. Does this signal the demise of business continuity as we know it?
2018The BC ProfessionDavid LindstedtThe BCI Report: Echo Chambers, Disturbing Graphics and Status QuoA lot of what the business continuity industry touts as research is really just a collection if anecdotal evidence curated from within the discipline. David Lindstedt decides to take an in-depth look at the shortcomings.
2018Metrics & MeasuresDavid Lindstedt11X Time to Value: Adaptive v Traditional BC ApproachesWhile traditional business continuity methodology may "get you there", Adaptive is far more likely to get you there quicker and for a lot less effort. David Lindstedt provides some compelling arguments.
2017General BC PracticesDavid LindstedtOur Deep Misunderstanding of Time in Preparedness PlanningThis is the basis for one of the Adaptive BC Principles: Employ Time as a Restriction, Not a Target. The case for this principle is well articulated here.
2017Adaptive Busines ContinuityDavid LindstedtAdaptive BC: Complexity, Change and ChaosWhile a realtively quick read, this particular piece requires some deep thinking. Thank you David Lindstedt.
2017BIA and RATimothe GrazianiNo More BIATimothe Graziani weighs in on the BIA debate. His title should leave little doubt about which side he stands on.
2017Adaptive Busines ContinuityMark Armour with Roger JarvisIssues with Adaptive Business Continuity: A RebuttalIn this piece, Mark Armour provides a rebuttal to an e-mail received from Roger Jarvis and several arguments against Adaptive Business Continuity. Judging from the comments section, Roger may be coming around in the end.
2017Adaptive Busines ContinuityDavid LindstedtEmerging: Adaptive Business ContinuityIn this relatively brief piece, David Lindstedt lays out some of the stark contrasts between traditional thinking in business continuity and Adaptive.
2017BIA and RAPeter BarnesA Different Perspective on the BIA / Risk Assessment QuestionMany of the arguments against Adaptive BC come from long-standing professionals within the discipline. There are those who not only see the light but, apparently, never embraced many of those practices we are against.
2017BIA and RADavid LindstedtWhat Was the BIA?David Lindstedt provides a bit of history to put context to our profession's embrace of the BIA while using it to make the case for its elimination.
2017General BC PracticesDavid LindstedtAgile, Purpose, and Self-Organizing BC TeamsThis one makes a good companion piece to David Lindstedt's The Strange Place of the Human in Business Continuity. Great insight, as always.
2017The BC ProfessionMark ArmourPositioning Our Profession for GreatnessSome reasons to be optimistic about the future of business continuity. Looks for numerous links to additional articles along the way.
2017The BC ProfessionDavid LindstedtOpening Remarks: BCI World 2017 - The Future of the ProfessionDavid Lindstedt participated in a panel discussion at BCI World in London back in 2017. Since he never got the opportunity to speak his mind then, he does so for us here on LinkedIn.
2017The BC ProfessionMark ArmourThe Future of Business Continuity is HereMark Armour takes a look back at how business continuity methodology came to be in order to look forward and signs that a new day may be dawning.
2017BIA and RAOrianda GuilfoyleWhy Risk Assessments Don't WorkIt is always good when smart people outside the discipline make strong cases for the points we frequently make. Great insight into why we should not be performing risk assessments. Ever.
2016General BC PracticesMel GoslingA new approach to business continuityWay back in 2016, Mel Gosling was extolling the virtues of Adaptive while providing his own keen critique of the BC profession.
2016General BC PracticesMark ArmourContinuity 1.0: Preparedness in the Jurassic EraMark Armour makes enemies left and right by criticising nearly all the hallmarks of traditional business continuity methodology. Probably a good idea he decided to apologies (three years later) with I Admit I Was Wrong
2016The BC Profession Timothy Lombardo and David LindstedtOn continuity case studiesOn the nature and current limitations of continuity case studies within research and academia
2015The BC ProfessionMark ArmourWhat We Are Great at Doing is not Doing Us Much GoodIn what may be a first within the profession, Mark Armour offers up some of the biggest mistakes of his career instead of touting his accomplishments (assuming he has any).
2015The BC ProfessionDavid LindstedtWhy Adaptive Business Continuity May Be InevitableOne of the few peiece where the tital says it all. David Lindstedt gets right to the point and we all hope he is right.
2015General BC PracticesMark ArmourIs RTO Getting Old?Even before the Manifesto or its 10th Principle (Employ Time as a Restriction, Not a Target) Mark Armour was making the case for eliminating the old stalwart of current standards: the Recovery Time Objective.
2015General BC PracticesMark ArmourIf I Were a CarpenterA conceptual piece from Mark Armour explaining how Adaptive differs in concept to the instruction-driven approach offered by traditional methodology
2015Adaptive Busines ContinuityMark ArmourAnother Way to Execute Against the Adaptive PrinciplesIn a follow-up to Executing Adaptive (In Three Easy Steps!) Mark Armour provides another means by which someone might deliver "business continuity" without virtue of a rote methodology.
2015Adaptive Busines ContinuityMark ArmourExecuting Adaptive (In Three Easy Steps!)It may come as a surprise that Adaptive BC was not immediatley understood or embraced upon initial publicaiton of the Manifesto. Here, Mark Armour provides a tutorial on how one might go about this endeavor if not following traditional methodology. Check out the follow-up: Another Way to Execute Against the Adaptive Principles.
2015General BC PracticesDavid LindstedtBusiness Continuity is Broken: Three Reasons, Three PathsIf you want to understand the genesis of Adaptive Business Continuity, this is a good place to start. David Lindstedt explores the problems with the discipline and where we go from here.
2015BIA and RAMark ArmourA Letter to the BIAOK. It's not the most academic piece you will read on here but some levity doesn't hurt.
2015General BC PracticesBrad GrissomManifesto for Agile Business Continuity PlanningBrad Grissom was Adaptive before there WAS an Adaptive! Check out his forward-thinking take on Agile and Business Continuity
2015Academic ResearchAbdul-Akeem Sadiq, John D. GrahamExploring the Predictors of Organizaitonal Preparedness for Natural DisastersYou might think that the time and effort spend in preparedness planning would be a solid predictor of an organization's ability to recover effectively following a disaster. You'd be wrong.
2014Academic ResearchCamilla AmundsenBCP and Perceptions of ImpactThis is a strong academic evaluation of the state of business continuity. If you think we still have a ways to go to then read this to see just how deep the rabbit hole goes.
2013General BC PracticesRainer HubertRisks and Scenarios versus ResourcesRainer Hubert's work actually helped set the foundation for Adaptive Business Continuity. This article provides a strong argument for abandoning our profession's long-running obsession with risks and scenarios.
2012BIA and RARainer HubertWhy the BIA Does not WorkAs far back as 2012, practitioners were advocating for the abolishment of the BIA (well, this one was anyway). The arguments here still stand and are probably even more relevant today.
2012Metrics & MeasuresDavid LindstedtMeasuring Preparedness and Predicting Recoverability (The RPC Model)The definitive paper on the subject of measuring preparedness. It is not about conformity to standards or recording the time to execute recovery strategies. This one is worth reading multiple times in order for it to sink in.
2011Academic ResearchGary R. Webb, Kathleen J. Tierney, James M. DahlhamerPredicting long-term business recovery from disasterHow do we predict a business's ability to recover from the impact of a disaster? Evidence suggests it is not based on the time devoted to planning.
2010Academic ResearchJames M. Dahlhamer, Kathleen J. TierneyRebounding from disruptive eventsWhat does it take to recover effectively from the impacts of disaster? This gets to the heart of what resilience should be about.
2009The BC ProfessionMel Gosling and Andrew HilesBusiness Continuity Statistics: Where Myth Meets FactsIt's an oldie but a goodie. If you've ever read the mythical statistic that XX% of businesses that experience a disaster without a business continuity plan in place fail, then definitely read this.
2000Academic ResearchGary R. Webb, Kathleen J. Tierney, James M. DahlhamerBusinesses and Disasters: Empirical Patterns and Unanswered QuestionsWe don't know a whole lot about continuity and preparedness planning. And we've done a poor job of even attempting to learn more.
1996Academic ResearchJames M. Dahlhamer, Kathleen J. TierneyWinners and Losers: Predicting Business Disaster Recovery OutcomesA good companion peiece to Exploring the Predictors of Organizational Preparedness. We are led to believe that preparedness is the key to being able to recover effectively but many other unrelated factors determine outcome.