Financial Services; Insurance; Healthcare; Pharma & Bio; Manufacturing ; Technology
Business Continuity & RESILIENCE SERVICES
PLANNING & STRATEGY development
· Polycrisis Strategy & Planning
- 2023 World Economic Forum (Davos) – a new definition of the rise of global risks
· Operational Resilience: Financial Services Industry (DORA, Fed, OCC, FFIEC, FDIC, Sound Practices)
· Business Impact Analysis (BIA) creation, audit, and management
· BC Strategy creation, review, baseline
· ISO 22301 alignment, certification preparation
· BC Command Center (physical and virtual)
· Executive Protection & Travel Duty of Care
· BC Plans: Independent verification & Validation (IV&V)1 review, enhance, or craft new
- BC Policy Plans and BC Charter
- Baseline Plans to Best Practices
- Business Continuity Plans
- Crisis Management & Communications Plans
- Emergency Response Plans
- Hazard Mitigation Plans (All Hazards)
- Lessons Learned & After-Action Reporting
[1] Independent Verification and Validation (IV&V) – an unbiased review or audit, and comprehensive report by a certified professional.
EXERCISES & TRAINING (Tabletop, On-Site, Virtual )
· Emergency Response Exercises (All Hazards)
· Polycrisis – the rise of concurrent, extended, major global disasters, requiring rigid response plans.
· Natural Disasters – Pandemics, hurricanes, flooding, snowstorms, earthquakes, tornados, etc.
· Technology Disasters – HVAC outage, network cut, generator failure, UPS failure, power outage, etc.
· Man-Made Disasters – Terrorism, sabotage, civil unrest, nationalism, war, etc.
· Work transfer and workforce relocation.
· Multiple concurrent disaster exercises
· Small Drills - simulations
EDUCATION: Certification - Virtual or On-site
Business Continuity (Courses On-Site, or Virtual)
- BC Best Practices for Professionals
- BC Exercise setup and delivery
- BC Operations for Executives & Senior Management
- BC Operations for Professionals
- BC Risk Reduction, Tools, Tracking
- BC Tools selection and implementation
- Crisis Management for Executives & Senior Management
- Crisis Management for Professionals
- Custom courses that you need
- Emergency Management for Executives & Senior Management
- Emergency Management for Professionals
- Employee Awareness & Preparedness
- Executives & Senior Management Awareness
- Financial Services BC Compliance for Executives & Senior Management
- Healthcare BC Compliance for Executives & Senior Management
Risk Management (Courses On-Site, or Virtual)
- Risk Management for Executives & Senior Management
- Analytical Risk Management (ARM) for Executives & Senior Management
- Site Risk Management – Tools – Risk Register
Supply Chain (Courses On-Site, or Virtual)
BC RISK ASSESSMENTS & COMPLIANCE - Independent Review
- Site Risk Assessments - local, global
- Threat Modeling - based on global standards
- BC Audit or Certification IV&V1 - preparation support
- Independent Assessment
- Business Continuity to Global Risk Compliance - alignment and Governance, Risk, and Compliance support
- BC Risk Register - creation and/or audit
- BC Gap Analysis (Current State) - immediate needs, prioritize actions, resolution strategies roadmap
[1] Independent Verification and Validation (IV&V) – an unbiased review or audit, and comprehensive report by a certified professional.
SPECIAL PROJECTS
BC Tool Selection – IV&V1 of the best fit-for-purpose tools, balanced with your business priorities, budget, regulatory requirements, and resources.
BC Staff Augmentation - Vital Roles
- Professional Temp Business Continuity VP/Director roles
- Short-term or Long-term
- Mergers & Acquisitions
- Company Resizing, Transitions
- Organizational Change
BC Audit Remediation - gets you back on track with compliance
[1] Independent Verification and Validation (IV&V) – an unbiased review or audit, and comprehensive report by a certified professional.
Industry Specific Solutions to UniQue Challenges
HEALTHCARE & LIFE SCIENCES
FINANCIAL SERVICES INDUSTRY
FINANCIAL SERVICES INDUSTRY
HEALTHCARE & LIFE SCIENCES COMPANY CHALLENGES
· Start-up or Early stage Healthcare & Life Sciences Business Continuity Management (BCM) strategy, design, and implementation.
· Capacity growth requiring a next level of Business Continuity and Risk Management strategy.
· Business Resilience and Risk Management detachment from IT, Disaster Recovery, Cybersecurity, Crisis Management, and Emergency Management.
· Ineffective Healthcare BCM alignment, compliance with CMS, CAHPS, HOS, NPS, URAC, and 5-Star ratings.
· Missing out on Technological Advances in tools, and Digital Transformation for Operational Excellence.
· M&A, Private to Public Reorganization, Digital Transformation, Pre or Post Acquisition BCM & RM strategy.
· Lacking global Polycrisis risks plans, strategy design, and implementation.
· Lacking unified and enterprise-wide Risk Management or Business Continuity Management programs.
· Grappling with siloed Business Resilience or Risk Management competencies, with variation among business units, requiring symmetrical balance.
ATLAS VANTAGE VALUE-ADD SOLUTIONS
· Formulate a successful Business Resilience strategy, policy, training, and implementation, aligned to FSI regulations and requirements.
· Refine BCM to align with best practices, leading frameworks, and industry standards.
· Instill greater collaboration among vital business units and BCM.
· Align BCM Program to GRC, audits, regulations, and Operational Resilience requirements.
FINANCIAL SERVICES INDUSTRY
FINANCIAL SERVICES INDUSTRY
FINANCIAL SERVICES INDUSTRY
FINANCIAL SERVICES COMPANY CHALLENGES
· Start-up or Early stage design Business Resilience, Operational Resilience, and Sound Practices within FSI.
· Capacity growth requiring a next level of Business Continuity Management and Strategy.
· Business Resilience detachment from IT, Disaster Recovery, Cybersecurity, Crisis Management, or GRC.
· Existing ineffective Business Resilience practices requiring comprehensive refinement.
· Missing out on Technological Advances in tools, and Digital Transformation for BCM Operational Excellence.
· Striving toward Operational Excellence and Resilience in DORA, Fed, OCC, FFIEC, FDIC, and Sound Practices.
· M&A, Private to Public Reorganization, Digital Transformation, Pre or Post Acquisition BCM & RM strategy.
· Lacking global Polycrisis risk identification, effective strategy design, and enterprise implementation.
· Lacking unified and enterprise-wide Risk Management or Business Continuity Management programs.
· Grappling with siloed Business Resilience or Risk Management competencies, with variation among business units, requiring symmetrical balance.
ATLAS VANTAGE VALUE-ADD SOLUTIONS
• Formulate a successful Business Resilience strategy, policy, training, and implementation, aligned to FSI regulations and requirements.
• Refine BCM to align with best practices, leading frameworks, and industry standards.
• Instill greater collaboration among vital business units and BCM.
• Align BCM Program to GRC, audits, regulations, and Operational Resilience requirements.
PROJECT & PROGRAM MANAGEMENT
PROJECT & PROGRAM MANAGEMENT
PROJECT & PROGRAM MANAGEMENT
PROJECT & PROGRAM MANAGEMENT CHALLENGES
· Start-up / Early stage PM strategy, initiation, charters, scope, promotion, and leadership buy-in.
· Ineffective PM compliance with industry best practices, regulations, or contractual obligations.
· Lacking diligent PM during Mergers & Acquisitions, Reorganization, Private to Public transformation, Pre and Post Acquisition alignment.
· Lacking unified and enterprise-wide PM, EPMO, or project methodologies.
· Grappling with siloed PM competencies, varying among business units – requiring unity and alignment.
· PM team detachment from Technology, Business, Sponsors, Vital Business Units, Suppliers, and other stakeholders.
· Missing out on Technological Advances in Project Management tools, Analytics, and Digital Transformation.
· Conflicting PM frameworks being used. (Waterfall, Agile, Kanban, SAFe, Scrum, Lean, PRINCE2)
ATLAS VANTAGE VALUE-ADD SOLUTIONS
· Formulate a successful PM strategy, policy, training, and implementation, aligned with the charter and scope requirements.
· Align PM with best practices and industry standards.
· Instill greater collaboration among PM teams and vital business units.
· Provide transformational leadership to expand team capabilities.
SUPPLY CHAIN MANAGEMENT
PROJECT & PROGRAM MANAGEMENT
PROJECT & PROGRAM MANAGEMENT
COMPANY CHALLENGES: Supply Chain, Vendor Management, TPRM, and Logistics
· Start-up / Early stage Supply Chain (SC), Vendor Management (VM) strategy, initiation, charter, scope, promotion, and leadership buy-in.
· Ineffective SC, VM compliance with industry best practices, import/export, regulations, or contractual obligations.
· Lacking SC, VM due diligence during Mergers & Acquisitions, Reorganization, Private to Public transformation, Pre and Post Acquisition alignment.
· Lacking unified and enterprise-wide SC and VM methodologies.
· Grappling with siloed SC and VM competencies, varying among business units – requiring unity and alignment.
· SC & VM detachment from Technology, Business, Sponsors, Vital Business Units, and other stakeholders.
· Missing out on Technological Advances in SC, VM, logistics tools, Analytics, and Digital Transformation.
· Conflicting SC, VM, TPRM, and Logics being used, lacking integration.
· Inadequate or delayed alerts regarding SC and VM impacts – polycrisis events.
ATLAS VANTAGE VALUE-ADD SOLUTIONS
· Formulate a successful SC, VM, TPRM, and logistics strategy, policy, training, and implementation, aligned with the charter and scope requirements.
· Align SC, VM, TPRM, and logistics with best practices and industry standards.
· Instill greater collaboration among internal and external teams, stakeholders, and vital business units.
· Provide transformational leadership to expand team capabilities.
