Conclusion: In times of business disruption, the value of a pragmatic and accessible incident response plan (IRP) will become the main tool in getting the business back to normal operation, and minimising loss of revenue, services and reputation. This holds true during the time of stress when attempting to get back to normal operations. Using the analogy of taking out insurance, insurance is usually highly recommended or great to have, but hopefully rarely required and of little or no use when you need it to find it is out of date and/or incomplete. The same principle applies when you need to activate the IRP to quickly get that critical business function operating to sufficient levels.

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Peter Bickerton

About The Advisor

Peter Bickerton

Peter Bickerton is an IBRS advisor covering strategy, program and project governance, developing and critiquing business cases and reviews. Peter is an experienced program board executive in enterprise ICT transformations across business development and national infrastructure replacements.  Peter is an executive mentor and coach improving workplace environments and maximising productivity and improving key stakeholder relationships. Peter has held senior executive positions including CIO and Deputy CEO in both operational and service delivery roles in the Federal Government as well as twenty years of experience in law enforcement both overseas and in Australia.