[{"id":2472,"date":"2026-05-13T13:27:32","date_gmt":"2026-05-13T12:27:32","guid":{"rendered":"https:\/\/www.bc-consulting.at\/bcm-zur-sicherung-von-unternehmensprozesse\/"},"modified":"2026-06-11T12:53:47","modified_gmt":"2026-06-11T11:53:47","slug":"bcm-zur-sicherung-von-unternehmensprozesse","status":"publish","type":"post","link":"https:\/\/www.bc-consulting.at\/en\/bcm-zur-sicherung-von-unternehmensprozesse\/","title":{"rendered":"BCM Explained: Strategies to Secure Your Business Processes"},"content":{"rendered":"\t\t
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Business Continuity Management: The Foundation of Modern Business Resilience<\/h1>\r\nThe current world situation is characterized by a multitude of new potential dangers. Technologies such as artificial intelligence or drone systems open up new opportunities for abusive applications, while climate risks also lead to increased uncertainty. At the same time, already known risk scenarios, such as blackouts and cyberattacks, continue to pose a threat to regular business operations. Consequently, it is not enough to only take action in the event of a crisis. Companies must be specifically prepared to be able to react immediately and effectively to critical situations. \r\n\r\nThis is exactly where business continuity management (BCM) comes in. It is a structured process model that ensures that business-critical activities are continued or restored as quickly as possible even in the event of process failures. The goal is not only to avoid process failures, but also to minimize failures and financial losses, as well as to strengthen trust in the company. \r\n

From Uncertainty to Certainty: Systematically Recording Risks<\/h2>\r\nA well-founded risk analysis with the recording of all relevant risk scenarios is an important step in obtaining an overview of possible risks and their effects. First, a catalogue of scenarios documents company-specific risk scenarios that can have a negative impact on operational business operations. Examples of this are intentional risk scenarios such as sabotage of infrastructure, natural events such as floods and technical disruptions, for example due to communication failures. \r\n\r\nIn the next step, the probabilities of occurrence and the potential effects in defined damage categories, such as financial or life and limb, are evaluated. This results in a risk picture, which serves as a starting point for developing measures that reduce the probability and\/or potential damage of the risks. \r\n

Business Impact Analysis: Focus on Critical Processes<\/h2>\r\nThe Business Impact Analysis (BIA) examines how time-critical the business processes are for operational operations and in what time they have to function again in order to avert greater damage. In addition, it is examined which resources, such as IT systems or employees, are relevant for the processes and what workarounds exist in the event that the resources fail. \r\n\r\nThe results of the BIA are backed up by metrics such as recovery times (RTO), possible data loss tolerances (RPO), and maximum tolerable downtime (MTPD). This makes it clear which processes are particularly time-critical and need to be robustly secured. \r\n

Developing emergency strategies: From concept to operational implementation<\/h2>\r\nThe findings from the risk analysis and the BIA are used to develop detailed emergency plans that clearly specify what to do in an emergency. The emergency plans describe responsibilities, contact lists, communication requirements and instructions for restarting affected processes. \r\n\r\nIn addition, checklists are included that enable immediate action to be taken immediately. This enables simplified crisis management that keeps the risk of hasty decisions low. \r\n

Reality check for BCM: Practice, evaluate, optimize<\/h2>\r\nIn order to put the BCM to the test, the regular implementation of crisis exercises is indispensable. There are different exercise formats, such as simulation games or Group-wide crisis exercises, which require rapid action by several stakeholders. \r\n\r\nThis ensures that plans not only exist in theory, but are also helpful in practice. At the same time, they contribute to increased crisis awareness in the company and test the stress capacity of those involved. \r\n

Conclusion – Shaping resilience, securing the future<\/h2>\r\nAn efficient and well-maintained BCM is much more than an annoying implementation of regulations. Establishing a BCM ensures that a company is prepared for crises. It ensures the continuation of operations, strengthens confidence in the company and ensures that legal requirements are implemented. In an uncertain world, BCM thus becomes a strategic success factor that not only protects companies, but also increases competitiveness in the long term. \r\n\r\nWould you like to check your company’s BCM through a maturity check, develop it further in a targeted manner, or are you still at the beginning and planning to set up a BCM? Regardless of your starting point \u2013 please feel free to contact us. Our BCM experts develop a tailor-made solution for your company and its specific requirements in order to lead your company through uncertain times in a resilient and crisis-proof manner. \r\n\r\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t","protected":false},"excerpt":{"rendered":"

Business Continuity Management: The Foundation of Modern Business Resilience The current world situation is characterized by a multitude of new potential dangers. Technologies such as artificial intelligence or drone systems open up new opportunities for abusive applications, while climate risks also lead to increased uncertainty. At the same time, already known risk scenarios, such as […]<\/p>\n","protected":false},"author":8,"featured_media":2471,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[59],"tags":[],"class_list":["post-2472","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-blog"],"acf":[],"_links":{"self":[{"href":"https:\/\/www.bc-consulting.at\/en\/wp-json\/wp\/v2\/posts\/2472","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.bc-consulting.at\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.bc-consulting.at\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.bc-consulting.at\/en\/wp-json\/wp\/v2\/users\/8"}],"replies":[{"embeddable":true,"href":"https:\/\/www.bc-consulting.at\/en\/wp-json\/wp\/v2\/comments?post=2472"}],"version-history":[{"count":0,"href":"https:\/\/www.bc-consulting.at\/en\/wp-json\/wp\/v2\/posts\/2472\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.bc-consulting.at\/en\/wp-json\/wp\/v2\/media\/2471"}],"wp:attachment":[{"href":"https:\/\/www.bc-consulting.at\/en\/wp-json\/wp\/v2\/media?parent=2472"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.bc-consulting.at\/en\/wp-json\/wp\/v2\/categories?post=2472"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.bc-consulting.at\/en\/wp-json\/wp\/v2\/tags?post=2472"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}},{"id":2457,"date":"2026-04-01T09:20:00","date_gmt":"2026-04-01T08:20:00","guid":{"rendered":"https:\/\/www.bc-consulting.at\/excel-in-bcm\/"},"modified":"2026-06-11T12:53:47","modified_gmt":"2026-06-11T11:53:47","slug":"excel-in-bcm","status":"publish","type":"post","link":"https:\/\/www.bc-consulting.at\/en\/excel-in-bcm\/","title":{"rendered":"Excel in BCM: Proven, but not future-proof"},"content":{"rendered":"\t\t

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Many organizations have built up their business continuity management systems over the years using Excel or other spreadsheet programs, particularly for risk analysis and business impact analysis. This is understandable and, in many cases, makes sense: Excel is readily available, flexible, and allows for a quick start. <\/p>

Especially at the start of a BCM program, various tools offer exactly what is needed: structure, flexibility, and the opportunity to establish initial transparency. But over time, the context changes. New requirements arise, organizations grow, and interdependencies increase. And this raises a crucial question: <\/p>

Is a table-based approach still sufficient when BCM becomes a company-wide management task?<\/strong><\/p>

As complexity increases, Excel reaches its limits<\/strong><\/h2>

Various programs work well as long as the overall conditions remain manageable. But this is precisely where the critical issue lies: BCM rarely remains static. As the program matures, the requirements change fundamentally: <\/p>

<\/p>
Situation<\/th>\u2705 Excel works well<\/th>\u274c Excel becomes critical<\/th><\/tr><\/thead>
Organization<\/td>Manageable structures<\/td>Multiple locations\/areas<\/td><\/tr>
Amount of data<\/td>Individual analyses<\/td>Growing data landscape<\/td><\/tr>
Vote<\/td>Few participants<\/td>Many stakeholders<\/td><\/tr>
Requirements<\/td>Stable<\/td>Dynamic\/Regulatory<\/td><\/tr><\/tbody><\/table>
<\/div>

What initially appears to be a gradual evolution often leads, in practice, to a critical threshold: the effort required increases disproportionately, while transparency and consistency decline.<\/p>

Risk Management and BIA: Where the Problems Arise<\/strong><\/h2>

These challenges are particularly evident in the two core components of BCM: risk analysis and business impact analysis.<\/p>

In risk management, multiple, disparate data sets can quickly accumulate. Risks are maintained in different files, assessment criteria vary, and it is difficult to track measures consistently. Gaining a comprehensive view of the risk landscape often requires a significant amount of manual effort. <\/p>

Business impact analysis reveals another problem: processes are often viewed in isolation. While dependencies between processes, resources, or locations are known, they are difficult to represent in a structured way in tables. As a result, criticality levels are not always directly comparable, and analyses become complex and prone to errors. <\/p>

The result is similar in both cases: no coherent, reliable overall picture emerges.<\/p>

A typical scenario from real life:<\/p>

Several versions of the same analysis are in circulation, adapted by different departments, each with slightly different evaluation criteria.<\/strong><\/p>

Why structured Excel approaches are difficult to scale<\/strong><\/h2>

The challenge here is not that Excel is being used \u201cincorrectly.\u201d On the contrary: many organizations have clear structures and well-thought-out procedures in place. The problem arises when the tool no longer supports that structure. <\/p>

Tables reach their limits when<\/p>