The Disaster Recovery Handbook: A Step-by-Step Plan to Ensure Business Continuity and Protect Vital Operations, Facilities, and Assets

By Michael Wallace; Lawrence Webber | Go to book overview

CHAPTER 4
SELECTING A STRATEGY
Setting the Direction

However beautiful the strategy,
you should occasionally look at the results.
—Sir Winston Churchill


INTRODUCTION

With the results of the Business Impact Analysis and risk assessment in hand, it is time to select a recovery strategy. The recovery strategy is the overall direction for planning your recovery. It provides the “what” of your recovery plan. Individual plans are the “how” it will be done. An approved strategy keeps the company’s recovery plans in sync and avoids working at cross purposes.

A recovery strategy is not for restoring things to the way they were before. It is for restoring vital business functions to a minimally acceptable level of service. This minimal level of service enables the company to provide a flow of goods and services to its customers and buys time for planning a permanent recovery. There will be a separate recovery strategy for different parts of the company.

Disaster recovery planning is all defensive. Like insurance, you pay year after year so that if something did occur, you are covered. If nothing happens, then the money is spent with nothing tangible to show for it. The business benefit of disaster recovery planning (a subset of business continuity planning) is that it reduces the risk that a major company catastrophe will close the doors forever.

Another strategy deals with business continuity for operating a company that overcomes “in-process disasters” and keeps operating. Facility-destroying disasters are rare. More common are the many local disasters that occur in a process. Business continuity returns value to the company by developing contingency plans in case of a vital business function interruption. It also forces the company to examine its critical processes and to simplify them for easy recovery. Simpler

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