Study of New Normal Business Continuity to Improve Resilience Against Uncertain Threat

Abstract

The Coronavirus Disease (COVID-19) pandemic has significantly influenced a lot of organizations. Business Continuity Planning (BCP) should be developed within each organization; however, it is not effective and perplexes organizations. The COVID-19 pandemic will remain prevalent for a few years, and there is a possible future threat of other infectious diseases. Therefore, it is important to learn from this pandemic and apply this knowledge to future BCP. In this study, issues with COVID-19 BCP are clarified by analyzing an online discussion among willing participants. The following suggestions resulted from the analysis: 1. It is difficult to obtain reliable information when it is necessary. 2. Decisions must be made, not knowing whether governmental measures are appropriate or not. 3. Fear results in bias. 4. Responses may delay if one is too dependent upon the assistance and information from government and/or other sources. Based on these results, BCP during the pandemic is suggested to encourage resilience during the uncertain threat expected in the future.

Analysis and Evaluation of Business Continuity Measures Employed in Critical Infrastructure during the COVID-19 Pandemic

“…This seems to corroborate the thesis that preventive measures and good preparedness for an impending crisis or disaster can effectively reduce the consequences and losses resulting from such events, and that all organizations, not only CI and KS operators, should routinely employ this type of measures. The thesis is further supported by the results of other ongoing studies that point to the need to introduce business continuity and crisis management plans not only in enterprises, but also in public administration institutions [46], and present the organizational and financial consequences of not having such plans, as observed at the beginning of the current pandemic [22].…”

“…Theme 2.3 presents the impact of the COVID-19 pandemic on business continuity in the context of defining emergency plans, crisis response, and organizational management model, e.g., [22][23][24]. The most common keywords in this selection were as follows: pandemic, business, continuity, covid, plan, crisis, work, model, organization, response, and emergency.…”

“…Theme 3.2 comprised texts indicating the operational risk management tools derived from the theory of management science as effective and necessary in the process of preparing the organization for the potential occurrence of a threat. Papers in this group included a study discussing strategies for mitigating the socioeconomic-environmental risks of emergencies resulting from the COVID-19 pandemic [22]. Other studies in this group included considerations on the use of risk assessment to identify areas for which a business continuity plan should be developed in the event of a crisis [25], and the use of risk management methods to better identify risks associated with resuming or continuing operations under COVID-19 pandemic conditions, including effective and sufficient protective measures [40].…”

“…Thus, it is necessary to continue research in areas outlined by existing literature but not considered in the above analysis. Above all, future research should include the following: assessment of the mental and physical condition of workers, in particular key employees and managers [45,56]; the social impact of the organization and its protective measures and the possibility for the organization to become involved in support programs launched in the region (social responsibility) [52]; the impact of the environment and existing environmental solutions on the organization's ability to maintain business continuity (sustainability development) [49]; opportunities to increase organizational flexibility and resilience by taking advantage of scientific and technological advances [27]; and implementation of effective learning-by-doing techniques to improve existing protective measures as well employee competences and skills [22]. The purpose of such a focus for further research is not only to meet the demand for holistic and interdisciplinary research on the pandemic in various areas of social impact, including CI and SK, but also to find answers to questions about the changes that have irrevocably transformed our economies and societies after the COVID-19 pandemic period [57,58].…”