We launched the weekly Continuity eGUIDE in 2003 with a vision to consolidate and communicate resources for the disciplines of BC, DR, and EM. Since then we have published over 640 editions and now publish on Wednesday twice a month. For more than 19 years we have worked to bring our industry together. It is our passion!
2026
Vol. 741 – As AI Agents Become Part of the Workforce, Can Enterprise Resilience Keep Up?
October 22, 2026AI is moving into the workforce—not just as a tool that employees use, but increasingly as an autonomous participant in business operations. Dmitri Dits, Chief Emergency Management Officer at NYC’s Dept of Buildings, leads resilience for 1.1M+ buildings. He contends that AI is shifting from assistant to autonomous agent, turning governance into an operational resilience question.
Documented cases of unexpected model behavior show that agents with tools and credentials can cause real disruption. He urges managing agents like employees, with defined roles, authority, and termination procedures, and giving resilience a seat at the table before unexpected behavior becomes a crisis.
Vol. 740 – Who Owns the Space Between Your Resilience Teams?
October 8, 2026Ask each resilience function how prepared your organization is, and you’ll hear several reasonable answers. Ask them how a customer order gets dispatched during a major disruption, and the conversation slows down.
Patrick Lechner argues that business continuity, cyber, IT recovery, risk, supplier management, and asset management each see only part of the operation, and keeping a service running depends on the connections between them.
He makes the case for an operational resilience lead who owns that space, then walks through six steps, from tracing an order to dispatch to exercising the fallback together, starting with one service and the people who deliver, protect, and recover it. Who owns this?
Vol. 739 – Does Traditional Business Continuity Management Make Organizations More Resilient?
September 18, 2026Critics call BCM bureaucratic. Supporters call it essential. The “does BCM actually work?” debate has simmered in this field for years — usually settled by opinion, war stories, or whichever side has the louder consultant.
Dmitri Dits takes a different approach: he pulls together regulator-verified data from North America, Europe, Asia Pacific, and Africa — hospitals, banks, utilities, manufacturing — and asks whether the numbers, not the anecdotes, tell a consistent story. He integrates multiple narratives producing a clear, defensible, and sector independent conclusion.
Vol. 738 – The Domain Translator: Build Teams That Perform Under Pressure
September 4, 2026In every crisis, success rarely hinges on information, it hinges on translation. As organizations face AI-driven change and constant disruption, turning expertise into clear, actionable decisions is now a critical workforce capability.
The HUB is launching a new “Resilience Roundtable”– the Domain Translator. This monthly peer-to-peer discussion will explore how resilient organizations build teams that perform under pressure—transforming expertise into action while sharpening decision-making, communication, and execution during crisis and change.
On September 24, 11 am ET, join thought leaders Jason Hoss, Mike Janko, and Cheyene Marling as they explore this emerging role. The HUB’s Roundtables are the next best thing to gathering in person to discuss and collaborate with experts and peers!
Vol. 737 – What Your BIA Misses When AI is in The Critical Path
August 21, 2026Your business impact analysis could have a hidden assumption: the systems your critical processes depend on have predictable behavior.
Give a traditional IT system the same inputs twice and you get the same outputs. That predictability is what makes business impact analysis work. You can map the dependency, calculate the impact, set recovery objectives, and test the plan.
If you are a continuity or resilience practitioner whose organization now runs AI in those processes, this article, by Saul Varela, shows why that assumption breaks and what to add to your next BIA review.
Vol. 736 – The C-Suite Crisis Playbook: Turn Geopolitical Disruption Into Competitive Advantage
August 6, 2026Crisis management expert Philippe Borremans gives CEOs, board members, and practitioners a working answer to one question: what does executive crisis leadership actually require right now?
Confidence is thin at the top. PwC’s 2026 Global CEO Survey found only 30% of CEOs feel confident about revenue growth this year, down from 38%, and a steep drop from 56% in 2022. Cyber risk and macro volatility now tie as the top concern at 31% each, with geopolitical conflict close behind at 23%. Learn why hard-skill infrastructure must precede soft-skill leadership, moves for shaping external narratives, and a discipline for post-crisis learning most skip.
Vol. 735 – 6 Questions Smart Companies Ask Their IT Provider Every Quarter
July 16, 2026Dale Shulmistra explains that IT providers should do more than fix tickets and renew contracts. It is imperative that you ask at least 6 questions to ensure your technology prepares the business for what is next. Each of the six questions includes several follow-up tips.
Every organization should hold a Quarterly IT Review. These meetings are not about closed help desk tickets; they are about reducing risk, strengthening cybersecurity and improving operational resilience before issues ever impact the business, all centered on one key underlying question: “Is our technology making the business more secure, productive, and resilient?”
Vol. 734 – Looking Back at Lessons Learned From Hurricane Sandy
July 3, 2026Hurricane Sandy redefined disaster planning. Regina Phelps revisits the 2012 superstorm—still the second-costliest hurricane in U.S. history—through the lens of “crisis emergencies” vs. routine ones, showing how cognitive bias led many businesses to underestimate the threat despite ample warning.
She breaks down hard-won lessons across five critical areas: People, Facilities, Technology, Communications, Crisis Management and Business Continuity Plans—from failed work-from-home strategies to Twitter’s rise as the go-to source for real-time updates.
This is a timely reminder that plans must flex when reality doesn’t match the playbook, because the next “crisis emergency” is always around the corner.
Vol. 733 – Invisible Programs Get Cut: How BC/DR Metrics Change the Conversation
June 19, 2026The people doing BC/DR work know exactly how much effort goes into a program. Leadership usually doesn’t. When budgets get tight, invisible programs get cut, not because they’re failing, but because nobody has made a credible case for what they’re doing.
The typical response is to produce more reporting; longer dashboards, more detail, more data. That’s the wrong direction. The problem isn’t volume, it’s translation. It’s visibility problem, not a program problem, and metrics are how you fix it.
BC/DR veteran, Stuart Murray outlines the mistakes most programs make and why. He explains that most BC/DR programs make two related errors with metrics.
Vol. 732 – Hungry Data Centers: Draining Water & Power — Creating Risk!
June 4, 2026The physical infrastructure behind digital services is becoming a critical business risk. In their YouTube channel Impact Analysis, Jerome Ryan and Mike Janko explore a rapidly emerging risk tied to the growth of AI — data center water and energy consumption.
While most attention focuses on the electricity demands, another critical and often overlooked resource is now under pressure, water. Modern data centers require massive cooling systems to manage heat generated by high performance computing.
This demand is increasing at an unprecedented pace. In this episode, Mike & Jerome break down the systemic risks emerging at the intersection of digital infrastructure, energy systems, and water resources.
Vol. 731 – Company Responders – A Coordinated Response to Emergencies
May 21, 2026How does your company respond to an internal emergency? Who responds to the incident? What is the role of the team or individuals? How do different groups or departments organize the effort? In many companies, the response to an emergency involves two or more departments, yet there are rarely written plans or processes to coordinate the response. Regina Phelps builds the case for developing the “Company Responder Team” concept in your organization.
Regina, a frequent speaker at international continuity conferences, is known for her approachable and entertaining speaking style and ability to break complex topics into easily digestible and understandable nuggets. She has designed more than 3,700 exercises in her career. Don’t miss her advice!
Vol. 730 – Reimagining Corporate Business Continuity in the Middle East Conflict
May 7, 2026As publisher, I am very pleased to share with our Continuity eGUIDE readers an insightful and timely perspective from Maitreya Buddha Samantaray, Vice President of Strategic Risk Consulting at Marsh Risk. Maitreya is based in Gurgaon, Haryana, India and offers a unique, international viewpoint. In this compelling article, Maitreya examines how the conflict involving Iran and the disruption of critical global trade and energy routes are reshaping the future of business continuity planning worldwide.
Drawing upon more than 18 years of experience in geopolitical risk, crisis management, and operational resilience, he explores why traditional continuity strategies are no longer sufficient in an era of systemic disruption, cyber threats, supply chain instability, and prolonged geopolitical uncertainty. His analysis offers practical insight into how organizations can strengthen resilience, protect operations, and adapt leadership structures during periods of sustained instability.