Phelps Regina
J Bus Contin Emer Plan. 2018 Jan 1;11(3):216-22.
The phrase return on investment (ROI) is commonly heard when groups or organisations attempt to demonstrate the value of a particular activity. 'Is it good for us?', 'Is it worth the investment?' and 'Should we continue to fund the endeavour?' are all valid and important questions. The challenge for business continuity professionals is to address the question, 'What is the ROI of business continuity?' in ways that will be meaningful to the person wielding the budget stick. In the 'olden days', colleagues would point to their business impact analysis, with pie charts and bar graphs showing the cost of business downtime if an event occurred. They would sit back and say, 'See? We provide ROI because we addressed The Bad Thing!'. But is that really the best that continuity professionals can do? This paper peels back the question of ROI and addresses the value proposition of business continuity. The goal is to broaden the conversation, by instead of talking about how much money business continuity efforts will save the company, and instead to focus on the value that business continuity provides every day.
当团体或组织试图展示某项特定活动的价值时，“投资回报率”（ROI）这个词经常会被提及。“这对我们有好处吗？”“这项投资值得吗？”以及“我们应该继续为这项事业提供资金吗？”都是合理且重要的问题。业务连续性专业人员面临的挑战是以对掌握预算大权的人有意义的方式来回答“业务连续性的投资回报率是多少？”这个问题。在“过去”，同事们会拿出他们的业务影响分析，用饼状图和柱状图展示如果发生事件，业务停机的成本。他们会往后一靠说：“看到了吧？我们提供了投资回报率，因为我们解决了那个坏事！”但这真的是连续性专业人员能做到的最好的吗？本文深入探讨了投资回报率问题，并阐述了业务连续性的价值主张。目标是拓宽讨论范围，不再谈论业务连续性工作将为公司节省多少钱，而是专注于业务连续性每天所提供的价值。
