Disaster Recovery Journal Spring 2023

A Roadmap from Business Continuity to Operational Resilience By HAKAN KANTAS B usiness continuity (BC) and disas ter recovery (DR) services are among the most critical services in financial institutions. Of course, these services are also important operations with very experienced teams to ensure the continuity of the organization. This becomes even more important if the financial institution where you manage business continuity is also one of the larg est in the country and a partnership with the state. In the event of a serious problem, not only the financial institution partners but also the politicians of the country will be asked to account for it, and it will be necessary to give an account to citizens. Also, consider the example organiza for any organization, but large-scale cuts are unthinkable in an organization such as financial institutions which have a seri ous impact on the economy market. For this reason, such organizations make very serious investments in the field of continu ity, take all kinds of actions, and carry out

tion’s headquarters and data center are in a city at severe earthquake risk. On top of that, I would like to state the risk has increased incrementally, as the city is on a fault line where a serious earthquake is expected in the near future. With this short example, I tried to provide evidence of how much an orga nization’s risk can increase due to many different factors. It may seem interesting at first to say, but BC/DR is not enough to manage such a high level of risk. Don’t worry, I will now explain the acceptable and valid rea sons for this. First, BC/DR usually takes reactive action after a disaster occurs. Today, no organization will tolerate such a situation in the unbearable lightness of competition. Secondly, an organization at such a risk is expected to be prepared and resilient. In other words, to act reactively in all matters related to a disaster which may occur. The solution to this is the concept of opera tional resilience.

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