“While the above is not seeking to minimize the potential threat of a future influenza pandemic, I believe that it is important to place the risk in context.
The world has moved on since previous influenza pandemics and to simply base probability decisions on extrapolations from these events is unwise.
If we are to avoid the ‘pandemic fatigue’ that the Marsh and The Albright Group report discusses, we must avoid sensationalising pandemic planning. The threat needs to be on the agenda of all business continuity planners; but the ‘fear, uncertainty and doubt’ doomsday approach does not lead to good business continuity investment decisions. More thought needs to be given to whether a global pandemic really is inevitable and unstoppable; and to what the real likelihood of a future influenza pandemic is.”
Although we are all suffering from planning fatigue, the fact is that this risk (high absence) is something companies should think about not only from a pandemic perspective but also as a way to make companies more resilient. I work for a large insurance company and I can attest to the fact that the states, our business partners and peers are wanting to know what our company would do if they had 40% absence. Companies have to realize that their most important asset is the employees who do the work. I am not sure a consultant can tell you how to plan but they help to validate the importance of proper analysis and planning. Companies have to take the time to understand their workforce and be creative about how they execute work. There needs to be recognition that we as a society are doing business with a great dependence on resources that have no loyalty to the brand that once was the companies where we work. If an event of the magnitude that is being discussed, we are going to have to rely on non-company resources to keep our companies going. Will that occur without careful planning? I don’t think so.
You know, I’ve been late and had people wait for me… who hasn’t? But that Pandemic, he has to be the most irresponsible person there is. I’ve seriously considered buying that guy a watch so, just once, he’d make it on time. I even called him once to remind him where we were supposed to meet SARS, Avian Bird Flu, and MadCow for poker. What happened? He never showed up. I’m getting tired of waiting for him to get his stuff together, I mean really!
I tend to agree with both Agnes and “Old News”. I would approach the “Pandemic Planning” a little different. I think it is a critical business activity to know exactly what the top essential processes and employees are that deliver the value of your company. The problem is that large corporation don’t do that – they’ve grown too large to understand the core of what is essential – usually realizing it, too late. If you went into your local baker (if such an establishment exists) and ask the owner what his/her essential processes are – they would know immediately – in fact they wouldn’t be engaged in too much that wasn’t essential.
Therefore, planning for a pandemic or better yet, a high absenteeism scenario, is just good business. Most large companies – 500 ee’s or more can operate without 40% of their staff – that is to say that 40% of what is going on is non-essential and probably wasteful activity. Why in God’s name wouldn’t you want to identify that and make it better – ANYWAY – with or without a pandemic?
Thus if you are burying your head on the whole “planning for Pandemic thing” and can’t see beyond it’s meaning – my guess is that you have lost sight of what is of value and what is not – you are complacent, unwilling to change, and will probably end up like the dinosaurs, one of natures most extreme examples of change and adaptation.
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OLD NEWS
Trying to shake down clients for more consulting $
Of course we are overdue….the bubonic plague has not struck in like 200 years!!!!!
Just like the predictions of increased hurricane frequency, all these people are doing is playing the odds.
“While the above is not seeking to minimize the potential threat of a future influenza pandemic, I believe that it is important to place the risk in context.
The world has moved on since previous influenza pandemics and to simply base probability decisions on extrapolations from these events is unwise.
If we are to avoid the ‘pandemic fatigue’ that the Marsh and The Albright Group report discusses, we must avoid sensationalising pandemic planning. The threat needs to be on the agenda of all business continuity planners; but the ‘fear, uncertainty and doubt’ doomsday approach does not lead to good business continuity investment decisions. More thought needs to be given to whether a global pandemic really is inevitable and unstoppable; and to what the real likelihood of a future influenza pandemic is.”
The real driver behind pandemic preparation Marsh needs more $ from these high priced consultants they have on staff
“Just when you thought it was safe to go back in the water…………..”
OR
“In case you’ve run out of things to worry about………”
Although we are all suffering from planning fatigue, the fact is that this risk (high absence) is something companies should think about not only from a pandemic perspective but also as a way to make companies more resilient. I work for a large insurance company and I can attest to the fact that the states, our business partners and peers are wanting to know what our company would do if they had 40% absence. Companies have to realize that their most important asset is the employees who do the work. I am not sure a consultant can tell you how to plan but they help to validate the importance of proper analysis and planning. Companies have to take the time to understand their workforce and be creative about how they execute work. There needs to be recognition that we as a society are doing business with a great dependence on resources that have no loyalty to the brand that once was the companies where we work. If an event of the magnitude that is being discussed, we are going to have to rely on non-company resources to keep our companies going. Will that occur without careful planning? I don’t think so.
You know, I’ve been late and had people wait for me… who hasn’t? But that Pandemic, he has to be the most irresponsible person there is. I’ve seriously considered buying that guy a watch so, just once, he’d make it on time. I even called him once to remind him where we were supposed to meet SARS, Avian Bird Flu, and MadCow for poker. What happened? He never showed up. I’m getting tired of waiting for him to get his stuff together, I mean really!
I tend to agree with both Agnes and “Old News”. I would approach the “Pandemic Planning” a little different. I think it is a critical business activity to know exactly what the top essential processes and employees are that deliver the value of your company. The problem is that large corporation don’t do that – they’ve grown too large to understand the core of what is essential – usually realizing it, too late. If you went into your local baker (if such an establishment exists) and ask the owner what his/her essential processes are – they would know immediately – in fact they wouldn’t be engaged in too much that wasn’t essential.
Therefore, planning for a pandemic or better yet, a high absenteeism scenario, is just good business. Most large companies – 500 ee’s or more can operate without 40% of their staff – that is to say that 40% of what is going on is non-essential and probably wasteful activity. Why in God’s name wouldn’t you want to identify that and make it better – ANYWAY – with or without a pandemic?
Thus if you are burying your head on the whole “planning for Pandemic thing” and can’t see beyond it’s meaning – my guess is that you have lost sight of what is of value and what is not – you are complacent, unwilling to change, and will probably end up like the dinosaurs, one of natures most extreme examples of change and adaptation.
I welcome you opinion.
Chris
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