Luck and quick thinking are great in all aspects of life, but they aren’t business recovery strategies or risk mitigations. They aren’t always there when needed to avoid a serious disruption or emergency. A near miss event should be treated very seriously, not as a success, and as a warning to bolster training, revise business recovery plans and implement additional risk mitigations.
A near miss is any adverse event that almost happened or happened but didn’t result in serious consequences. Examples of near misses are, well, near infinite, but here are a few examples:
How should organizations react to a near miss event to improve the odds it won’t happen again?
Immediately after the near miss, convene the recovery team to conduct an after-action review. It may be useful to have a knowledgeable and impartial outsider facilitate some or all the steps below, in order.
Of course, a near miss event is preferrable to a disruption or emergency. And taking seriously one near miss won’t prevent others. However, the prudent organization will take each near miss very seriously and learn from it to prevent another like it.
Organizations need to make BCM programs measurable to enable useful oversight and accountability. Too often, however, measuring BCM becomes unnecessarily complex, time-consuming and onerous, diverting resources and sapping engagement and commitment.
Your organization has a choice regarding supplier resilience. You may assume that suppliers have sufficient plans and recovery procedures that will reduce the risk and impacts of disruptions to their operations. Or, you may choose to actively verify supplier resilience.