The Work of Innovation

There is a common misconception that innovation involves people sitting around thinking about things until something groundbreaking comes to mind.  That abstract notion of what it means to be innovative and to bring an innovative thought to reality has next to nothing in common with the truth.  The easiest way to prove this is to examine a few job descriptions for innovation leaders/managers/contributors. Yes, you can actually get a job in innovation.  That is because the true form of innovation is hard work.  It is not as esoteric nor conceptual as most would believe.  It is a discipline that is much more similar to science than art.

Checking the job descriptions for innovative leaders and contributors, we can identify several themes.  These positions all require a mix of all or most of the following:

  • Experience in designing and applying a structured methodology to conducting tests/experimentation

  • A disciplined approach to evaluating problem statements and solutions

  • Experience in developing strategy statements and recommendations

  • Prior involvement with feasibility studies and the development of business cases

  • Ability to produce results individually and as a part of a dynamic cross-functional team

  • Ability to creatively apply technology to solve problems

  • Mature project management skills

  • Experience in gathering and analyzing consumer insights

  • Experience in gathering data and translating it into relevant implications and strategy

There is very little magic in the list above.  Judging from the requirements for working in the field of innovation, innovation largely consists of establishing and managing a scientific, measurable method of testing and evaluating a possible solution for feasibility and effectiveness against the strategic goals of an organization.  In other words, innovation is hard work.

This means that organizations who are typically thought of as ‘innovative’ are not beating their competition with some type of complex creative thought that is innate and gifted to a select few employees of that organization.  These organizations are not winning because they have managed to secure more high-level creative type employees than their competitors.  They are not lucky, nor have they discovered the secret to harnessing the portions of the brain that most of us cannot.  They are quite simply working harder than everyone else, and they are doing it consistently.

Should Your Organization Use Business Continuity Software?

The debate over the use of software for business continuity planning is typically focused on the perceived value of the system functionality. Software vendors champion their automation features while critics cite the licensing cost and the complexity of implementation and administration. Most organizations hinge their final determination on whether the system capabilities are viewed to be worthy of the resources required to use the tool properly. This analysis is often flawed in that many organizations perform their evaluation while focused solely on current software capabilities and organizational requirements in conjunction with the present state of business continuity. The advantages of properly implemented business continuity software only expand as an analysis matures to include the long-term goals of the organization and the direction of business continuity as a whole.

The functional benefits of business continuity software are numerous:?

Business continuity software facilitates global data updates by cascading individual changes throughout the system. This marks a direct return on investment that increases as the system is configured to import from or link directly to external systems of record.?

Software improves standardization across the enterprise. While a document template will facilitate standardization to a certain degree, business continuity software typically allows administrators to enforce planning requirements using security and planning wizards/assistants/navigators. Planners must work within the framework designed for them. Many software packages allow for plan completion tracking and reporting of completion rates across the enterprise.

Most software packages allow end users to map recovery dependencies illuminating relationships and enabling the remediation of exposures. When plans are developed in silos, the risk that recovery time objectives are not supported by predecessor business processes and/or information technology systems is magnified.

?Software allows data integration across modules. Many software systems have evolved to include modules for business impact analysis, emergency notification, and incident management. Sharing the same database allows these software systems to support data sharing between plans, BIAs, emergency notification systems, and incident management tools.

?The latest versions of business continuity software have dramatically increased their level of continuity intelligence. Some vendors have developed planning tools that incorporate guidance based on current industry standards such as BS25999. The standard plan wizards/assistants/navigators include industry-specific methodology and allow for the further customization of end-user guidance.

Business continuity software facilitates responses to organizational changes. As organizations restructure, the storage functionality in most software packages enables plans to be relocated to reflect changes in business structure or geographical footprint. Plans can target the response and recovery of locations, business processes, applications, or network nodes. More importantly if a current plans scope is to be divided across multiple plans, some software offers the ability to move a central component with all of its recovery details between plans. This type of change in word processing tools or spreadsheets is manual and cumbersome.

Evolving planning initiatives are accommodated more freely through software. The risks highlighted by events just over the last few years have renewed the industry focus on exposures associated with pandemics, nuclear energy production, and supply-chain resilience. Planning wizards/ assistants/navigators can be updated to address these new initiatives and assigned to all or specific plans quickly. These planning tools can be enhanced to deliver instructional details for meeting new organizational guidelines and standards and to assist planners as they work to capture steps for addressing new threats. In the ever-changing business continuity landscape, this is critical.

?Software supports the creation of business continuity metrics. A relational database allows the creation of complex reports that summarize business continuity information across all plans. Management increasingly requires an enterprise-level view of the current state of preparedness in order to determine program direction. Manually gathering data from documents for the creation of metrics is a monumental task, and few organizations are staffed at levels that allow for the consistent and continual collection of the required information. In the absence of a database, the generation of metrics will be too infrequent to provide value. Additionally, if metrics data must be compiled manually, there is a much greater risk of error. Strategy development is hindered if there is a lack of confidence in the accuracy of data and its ability to be representative of the entire organization. Management may be reluctant or unwilling to act on the information. As a result planners will view their work as less meaningful to the organization.

?Implementing BC Software will drive program commitment, innovation, and advancement:

?Implementing software for business continuity planning improves the individual sense of plan ownership. Recent business continuity standards speak to the need to move beyond plan creation to the creation of an organizational culture of resilience. The goal is an embedded sense of risk awareness. Planners must be conscious of threats to safety and normal organizational activities, and they need to view their continuity plans as integrated components of normal processes. Creating that elevated sense of ownership is easier if planners recognize a significant investment of resources in support of resilience. Ironically, key aspects of the argument against business continuity software – cost and the challenge of implementation – become psychological allies in creating a resilient culture. The investment in business continuity software sends several impactful signals to the planning community. The first is that the program is not only approved but directly supported by senior management. Planners will view the dedication of financial and human resources as a tangible measure of the importance of the initiative to the overall organization. Planners will expect that their use of the tool and the output of their work will be evaluated. This valuation is enhanced as key stakeholders are involved at critical points in the system development life cycle and in the governance and change control processes.

?As business continuity tools facilitate summary reporting, senior management can further mold a culture change by acting on the data and addressing exposures. If the data collected by and reported from the system is acted upon and creates change, planners will see the direct value of their work and view the effort to create a resilient culture as sustained. This is not to say that an organization cannot create and sustain a resilient culture without software. The challenge is much more significant, though, if the end users cannot identify a direct connection between the communications regarding the importance of the initiative and the resources dedicated in support of it.

?The determination on whether to implement business continuity software should incorporate future organizational needs and the direction of continuity as an industry. The means of creating plans needs not only to support the planning requirements for today, but it should be flexible in adapting to the changing needs of the organization. The content currently mandated for plans will evolve as the organization changes. As new threats emerge, the device where plan data is captured will need to allow for that evolution. The question to ask is does the current mode of planning provide the agility necessary to change the criteria for what is now considered a comprehensive and actionable plan? In the case of isolated, unrelated documents created using a template based on the organizational needs of the moment, the answer is no. Planning tools must be capable of supporting the regular revision of requirements and the distribution of new guidelines as the organization changes, new threats emerge, and new compliance standards are applied. Organizations using business continuity software will find it easier to revise planning requirements and implement them across the enterprise than those organizations using templates for word processing or spreadsheet programs.

?Trends in business continuity further the argument for the use of software:

?Continuity programs are increasingly finding themselves reorganized within the realm of risk management. It is a logical change. Business continuity bridges the gap for risk management by protecting the organization from prolonged outages caused by random events and from the cumulative related effects of an event that are difficult to identify through typical risk analysis. As a discipline of risk management, business continuity will be increasingly required to quantify resilience capability. One way software has begun to address this need is the concept of a continuous business impact analysis. For most organizations a business impact analysis is a yearly or less frequent endeavor. There is software available today that facilitates a continual BIA update capability in conjunction with the traditional plan update capability. These tools allow organizations to continually review current impact information rather than cycling BIA efforts on a yearly or less frequent basis. The focus of these tools on impact allows them to more closely align business continuity with risk management. If a more frequent or continual analysis of business impact is needed in the future, data must be captured so as to easily be revised, collected, and summarized. Continuity software provides a decided advantage in this regard.

?An increasingly closer alignment with governance and compliance standards is also emerging in the field. Business continuity governance and compliance is not new; however, the standards are more refined, the number of industries held to stringent guidelines is increasing, and the standards are revised more frequently than in the past. There are several software systems currently available that incorporate the more recognized standards and provide a means of measuring compliance. Until recently these capabilities were limited if available at all. Some of the more robust systems not only include the capability of guiding users toward the creation of compliant plans, but allow for the measurement of plan compliance. Administrators can select the applicable standard and generate data to determine the current level of compliance. This is a major step for business continuity software as earlier generations of these programs provided only the means for creating plans while assuming the user was well-versed in continuity.


The recent software advances highlighted here point to a final trend for the industry. The number of business continuity software vendors has grown exponentially over the last few years. Their success will depend upon their ability to outperform their many competitors. The consumer clearly is the beneficiary with this increase in competition. The result will be valuable gains in functionality, ease of use, business continuity intelligence, and more competitive pricing. Increased competition will also mean more rapid responses to changes in the industry, and improved responsiveness to their client needs. The BC maturity gap between organizations utilizing continuity software and those that are not will only widen as software capabilities become more robust.

?Organizations that implement business continuity software will derive functional and non-functional benefits providing them with a competitive advantage that will only widen as business continuity moves into the future. The evolving demands on continuity programs are too great to be managed in a means that was not intended specifically for business continuity.