During a crisis the world changes into chaos. The familiar surroundings we think we know change into a strange and possibly hostile one in an instant. It is ‘every man for himself’. The model of everyday practice, the business as usual, does not function anymore. Routines, customs and procedures do simply not exist any longer. When, because of this, communication lines change, hierarchy, out of dire necessity, gives way to knowledge and insight and cooperation is becoming essential. An organisation must prepare itself for such a world. By realising a set of measures at a strategic, tactical and operational level, this comes about (see table below).
When the different types of measures are being formulated and implemented, the factors organisation (who), procedures (how) and facilities (with what) are the starting point. The following questions should always be asked: “Who are going to implement the activities”, “How are they going to do it” and “What do they need to do it”. The interrelation of these factors, as well as, above all, among the measures themselves, may not be overlooked at this. After all,if capacity is needed for business relief activities, the very same resources cannot, at the same time, be engaged with the starting up of the BCP.And if restoring a primary proces takes many replacing workplaces, then another primary process may not be suffering by this.
