ABSTRACT
The purpose of this chapter is to investigate the preliminary steps in the BCM process. Our aim is to demonstrate that while the generic process is applicable to most organisations, the starting point in that process will differ between organisations. The point at which an organisation commences the continuity process will depend on a range of factors including industry context (for example, some industries have a more obvious dependence upon information systems or upon tightly coupled supply chain linkages), organisational experience of business interruption (utility breakdown, supplier failure or exposure to the consequences of extreme weather conditions), and the professional background of the manager tasked to lead and manage the BC process. The drivers of change have a tendency to change. For example, Swartz and colleagues (1995) and Honour (2002) reported the influence of terrorism in the City of London and New York as key drivers for BC within the finance sector, respectively. In a more recent survey (Woodman, 2006: 4) highlighted the growing influence of corporate governance and legislation (Chapter 2) as drivers, in addition to raised awareness among a wide variety of stakeholders including insurers, auditors, potential and existing customers and government. Although corporate governance has recently overtaken existing customers as the most reported driver of engaging in BCM, it is clear that the decision to initiate and redefine the process is motivated by many influences.
