Adaptive BC is not an organization. There are no headquarters or boards of directors. They don’t have a mailing address.

Thought leaders Mark Armour and David Lindstedt are highly respected innovators in the field of business continuity. David and Mark distilled recommendations, information, and proven practices from around the industry into a Manifesto and then into a book. Their approach is a groundbreaking concept with the potential to change the practice of business continuity globally.

Since 2015, David and Mark have promoted dialogue on how BCM professionals can best prepare an organization to continue its services from uncontrolled actual losses by improving an organization’s capabilities within a range of anticipated losses while keeping within the restrictions set by the organization.

In keeping with the HUB’s mission to locate valuable content and resources — and make them easy to find, we are providing all the ABC articles together — a big picture of Adaptive Business Continuity for your consideration and dialogue.

Here are 7 articles that lay out the approach:

#1 (Re)introducing Adaptive Business Continuity With New Perspectives

At any point have you questioned traditional best practices in business continuity (BC)? Do you seem to concentrate on documentation rather than preparedness? Compliance rather than recoverability? Do your efforts provide true business value?  Read the article >>

#2 Principles over Methods

Adaptive Business Continuity is challenging. I know this from personal experience. But, by choosing to fully embrace it and working through the struggles of abandoning all my old notions, I’ve come to a place where I can confidently say it has the power to revolutionize the work of organizational preparedness.  Read the article >>

#3 Capability

There are many examples of unquestionably effective responses to crisis events: NASA’s solutioning following the Apollo 13 mission disaster, Johnson & Johnson’s response to the Tylenol crisis, Cantor Fitzgerald’s recovery after the events of September 11, and Nokia’s response to the Philips semiconductor factory fire just to name a few. If the greatest recoveries in our collective history occurred because of human will and ingenuity, why would we seek to take that away?  Read the article >>

#4 Measuring Capabilities

Adaptive is all about capability. It starts with what we already know: that capability exists within any organization. Adaptive encourages the preparedness professional to understand and improve upon those capabilities. To put yourself in a better position, you need to have a sense of where you are. In the world of organizational preparedness, this means determining your level of capability. The inevitable question is: How do we do this? Read the article >> 

#5 Improvement

The heart of Adaptive Business Continuity is the improvement of capabilities. It starts with the premise that capabilities exist, to varying degrees, within every organization. With that understanding, we can break capabilities down into their component parts for the purpose of measuring them. There are lots of contributors to capability and many ways they can be broken down and assessed. Read the article >> 

#6 Prioritization

There is nothing within the Adaptive Business Continuity Principles which requires the definition of priorities or objectives for recovery. This does not mean that work within the Adaptive world cannot be prioritized in some fashion. Just not for recovery purposes. Read the article >>

#7 Regarding the Business Impact Analysis

The subject of the BIA has come up a lot in recent months. And, whenever it does, I find myself repeating the same arguments over and over again. So, in the interest of my own time and sanity, I offer this as my definitive take on the BIA….well, for now.  Read the article >> 

What do you think?

Adaptive Business Continuity has gained significant traction over the past decade.  However, not all BCM professionals agree.  Add your voice to the conversation on LinkedIn.

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