Book description
"This comprehensive research consistently portrays a set of common factors that precedes each disaster – poor management, a lack of proper planning and weak risk management practices. An eye-opener to all those executives that fail to understand the importance of business continuity and disaster recovery mechanisms."
Luciano Anastasi, MA MBCS CITP, Head of Information Technology at APS Bank, Malta
"I have found 'In Hindsight' to be an interesting, thought provoking and stimulating collection of studies; and I have learned a great deal in reading it."
Phillip Wood, MBE MSc FSyI CPP PSP AMBCI MInstLM, author of Resilient Thinking
"I am constantly amazed by the number of executives who dismiss potential disasters as being too unlikely to consider, or who put off dealing with known risks because they have other things to worry about. This book is full of these people, and what happens in the case studies provides ample evidence to counter their complacency."
Martin Caddick. LLB MBA MBCI MIOR
What causes disasters?
In this book, the authors analyse the causes of some of the major disasters from the last thirty years and explain what could have been done better, before and after the event. Unlike many titles on business continuity and disaster recovery, In Hindsight: A compendium of Business Continuity case studies does not build up from the theory of business continuity planning. Instead, it takes apart real events such as Hurricane Katrina, the terrorist attacks in London, Madrid and Glasgow, and the collapse of Barings Bank, revealing the themes that contributed to each.
Plan for the worst
Using these incidents as case studies, the authors demonstrate the potentially devastating results for organisations that have not planned for the worst. Crucially, the book proposes measures that could have helped to minimise the risks and consequences.
Learn from other people’s mistakes
By showing the potential repercussions of a badly thought-out disaster management and business continuity plan, this book helps you avoid making similar mistakes, reduce risks and enable faster recovery when things do go wrong.
About the editor
A Member of the Business Continuity Institute and an Approved BCI Instructor, Robert A. Clark is also a Fellow of the British Computer Society and a Member of the Security Institute. His career includes 15 years with IBM and 11 years with Fujitsu Services working with clients on BCM related assignments. He is now a freelance Business Continuity Consultant at www.bcm-consultancy.com
Table of contents
- Cover
- Title
- Copyright
- Dedication
- About The Editor
- Contributors
- Foreword – Martin Caddick, LLB MBA MBCI MIOR
- Preface – Phillip Wood, MBE MSC FSYI CPP PSP AMBCI
- List of Figures
- Contents
- Chapter 1: Introduction – Robert Clark
- Chapter 2: The MV ‘Full City’ Incident – Norway’s Worst Ever Oil Spill – Jon Sigurd Jacobsen
- Chapter 3: Barings Bank Collapse – Owen Gregory
- Chapter 4: Northgate Information Solutions, a Victim of the Buncefield Oil Depot Disaster – Robert Clark
- Chapter 5: The Love Parade: Dusseldorf 2010 – Tony Duncan
- Chapter 6: Herald of Free Enterprise – Carl Dakin
- Chapter 7: The Aztec Chemical Explosion, the Biggest Blaze in Cheshire for 35 Years – Robert Clark
- Chapter 8: Piper Alpha and Alexander L. Kielland: A Comparison of Two North Sea Tragedies – Carl Dakin and Jon Sigurd Jacobsen
- Chapter 9: Bhopal: The World’s Worst Industrial Disaster – Owen Gregory
-
Chapter 10: The Devastating Effect of the SARS Pandemic on the Tourist Industry – Catherine Feeney
- The tourist industry – fragility versus resilience
- The economic importance of tourism in the emerging millennium
- Typical health issues threatening the tourism industry
- Background to managing crises in tourism
- The SARS pandemic – a catalyst for change
- The aftermath
- Lessons learned
- Subsequent improvements in tourism health crisis management
- Conclusion
- Chapter 11: Toyota Vehicle Recall – Tony Duncan
- Chapter 12: The Gloucestershire Flooding, 2007 – Carl Dakin
- Chapter 13: Closing the European Airspace: Eyjafjallajökull and the Volcanic Ash Cloud – Robert Clark
- Chapter 14: The Åsta Train Accident, Norway, January 2000 – Jon Sigurd Jacobsen
- Chapter 15: A Tale of Three Cities: the Bombing of Madrid (2004), London (2005) and Glasgow (2007) – Neil Swinyard-Jordan, Tony Duncan and Robert Clark
- Chapter 16: Hurricane Katrina – Owen Gregory and Neil Swinyard-Jordan
-
Chapter 17: Arriva Malta: Business Continuity within a Change Management Programme – Robert Clark
- The dawning of the Arriva era
- One third of drivers never turned up
- Choice changeover dates
- Arriva website crashes
- Passengers and drivers totally confused by new routes
- Why can’t the buses stay on schedule?
- It’s just not good enough!
- Did the Arriva fiasco cause the government’s downfall?
- Racism on the buses
- The saga of the ‘Bendy-Bus’
- It all ended in tears
- The bankruptcy option
- Reflection by Transport Malta
- What does the future hold for Maltese public transport?
- Lessons learned
- Conclusion
-
Chapter 18: The Devil is in the Detail – Robert Clark
- Have you considered the workforce?
- Flooding
- Information security
- Employee fraud
- Succession planning
- Fire
- Keeping your contact details up to date
- Trauma management
- The cyber threat
- What did the press really say?
- Your fiercest competitor could also be your best friend
- Safety in numbers
- Malicious damage
- Chapter 19: Concluding Thoughts – Robert Clark
- Glossary
- Works Cited
- ITG Resources
Product information
- Title: In Hindsight: A Compendium of Business Continuity Case Studies
- Author(s):
- Release date: June 2014
- Publisher(s): IT Governance Publishing
- ISBN: 9781849285919
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