a reed elsevier case study june 8, 2015 - cpo · bcm governance structure across global individual...
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Agenda and a question …
2 RELX Confidential
Introduction Business continuity and disaster recovery evolution at RELX BCM governance structure across global individual corporate divisions BC & DR program details – keys to success What works and what does not Lessons learned & recommendations
Question to ponder during this session
To add business value to your program, do you need to … innovate …
or … detonate?
About RELX Group
RELX Confidential 3
Product Focus Market Position
Scientific, Technical & Medical
Information and tools helping customers improve scientific and healthcare outcomes No. 1 globally
Exhibitions World’s leading events business, with almost 500 events in over 30 countries No. 1 globally
Risk & Business Information
Data, analytics and insight enabling customers to evaluate and manage risks, improve economic outcomes and enhance operational efficiency
No. 1 in key verticals
Legal
World leading provider of legal, regulatory and news & business information and analysis to legal, corporate, government and academic customers
No. 1 or 2, outside US; No. 2 in US
At Reed Elsevier we deliver improved outcomes for professional customers across industries and across the globe.
RELX Group – The Numbers
Full year revenues of £5.77bn/$9.53bn in 2014 Employees located in 250 locations in 32 countries
We serve customers in more than 180 countries and have 28,500 full-time employees worldwide.
50% of revenues
$1.3bn technology
GENERATED IN NORTH AMERICA
SPEND EVERY YEAR
82% of revenues
GENERATED FROM ELECTRONIC OR FACE- TO-FACE FORMATS
8,000 technologists EMPLOYED GLOBALLY
RELX Confidential 4
History Lesson – the beginning of a journey
RELX Confidential 6
2010 2000 1995 1973 1900
Print * Online * Not drawn to scale – for directional purpose only
Revenue Source
Elsevier Reed
LexisNexis Online Web
products Lexis DR
Elsevier BC
Corporate-wide study
DR Strategy & Gaps
Corporate-wide study end-to-
end BC/DR Strategy & Gaps
Corporate BCM
program
Biggest Challenge
7 RELX Confidential
Raise awareness at board level of gaps in end-to-end BC/DR capability and strategy Corporate audit (key internal partner) raised risk and impact to RELX board Partnered with one of top 5 firms to help substantiate where we needed to go Credibility; leverage their industry and expert resources
Conducted corporate-wide study to assess BC/DR strategy & gaps
Result approved strategy leverage, share, build
Ongoing challenge: Business transformation to a global business resilience governance model Processes include BCP and DR planning as part of every day business
RELX BCM Objectives
Build an operational competence and capability, able to respond to business disruptions in a prompt, efficient, and effective manner
Minimize the negative effects of disruptions and maintain the trust and confidence of RELX customers
A balanced approach of prevention, response and recovery to protect both current and future business value, subsequently supporting RELX business objectives
Increase RELX’s competitive advantage over other market players that have not realized that BCM is an essential part of good business management
RELX Confidential 8
Federated Management Structure – Consistent Globally
RELX Corporate BCM Governance Structure
Divisional BCM Governance Structure
BC Unit Structure
Expectations: Each Division is expected to establish and maintain: • A Divisional BCM Policy document • The Divisional BCM Structure • The BC Unit Structure
RELX Confidential 9
RELX BCM
RELX HQ BCM
BCM – Program Governance & Success Metrics
Global BC Framework Centralized managed function within each division Strategy / Framework
Incident management and business continuity plans Maintained per division schedule
Sites classified based on size, revenue, services Ongoing BC awareness Exercises
RELX Confidential 10
Plan
Do
Check
Act
BCM – Program Governance & Success Metrics
11 RELX Confidential
Embed BC in The Business – within each Division Constant support for BC plan owners Divisional intranet sites Emergency communications
Leverage corporate tools and channels External website, internal website, emergency hotlines,
notification app Communications (BC, IM)
BC cards, brochures, fact sheets, fridge magnets, email and video campaigns
Constant awareness improvements Employee surveys
Briefing and exercising sessions BC and IM plan scheduled maintenance updates
BCP/IMP maintained & reviewed • 1 x year for ‘A’ BC units • 1 x 2 years for ‘B’ BC units • As appropriate for ‘C’ BC units
BCM – Program Governance & Success Metrics
12 RELX Confidential
BC Program Metrics – Measure effectiveness of program for continuous improvement Awareness Transparent KPI metrics (key performance indicators) Program dashboard
Targets set by each division on annual basis Each division tracks progress against targets
(red, amber, green) Dashboards updated quarterly or as defined by each
division Corporate audit reviews division programs on agreed
schedule with each division sponsor Reports submitted to RELX Group board
Business Continuity Program Governance
Key Performance Indicator Rating
BCM Framework & Policy G
Risk Assessment/Business Impact G
Incident Management G
Business Continuity Plans G
Exercising & Maintaining Plans G
Awareness & Communications G
Vendor Resiliency Management G
DR – Program Governance & Success Metrics
Protect Detect React Recover Operate Return
Normal IT management/operations ITIL Incident Mgt
BCM Incident Mgt Disaster Recovery / IT Service Continuity Management
Covered by BCM-IM
Recovery process to be covered in DR plan(s)DR Solutions & DR Arrangements to cover DR capability
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Plan
Do
Check
Act
DR – Program Governance & Success Metrics
14 RELX Confidential
Central program management within each division Shared global data centers RETS managed program Minimal dedicated staff for program management Ownership embedded within divisions and their respective application life-
cycle management teams Recovery and/or Resilience governed by division architecture boards
Design for recovery and/or resilience based on business requirements
DR Planning, Exercising and Maintenance Matrix teams – staff rotates with each test/exercise to train/prepare Year-round planning always ready goal Managed virtually with staff located around the globe
Leverage teleconference, web conference and instant message/chat
Travel not required for testing nor invocation Global organization and daily operations
DR – Program Governance & Success Metrics
Exercise plan guideline:
RELX Confidential 15
Source: Data center Tier definitions from the Uptime Institute
Server / IDF room (Tier 1)
DR – Program Governance & Success Metrics
16 RELX Confidential
Metrics Recovered with no issues, Recovered with issues, Not recovered Recovery Time Objective vs. Recovery Time Capability (Achieved)
RTO met, RTO not met, Not recovered Recovery Point Objective vs. Recovery Point Capability (Achieved)
RPO met, RPO not met, Not recovered Standard program statistics
Number of incidents in each test Number of problems Progress from test to test
What works & what does not
What does not work BC/DR is not a project, requires ongoing
commitment Filling in plan templates is not the answer Giving users questionnaires to complete Use of bespoke software (BCP software) Not having dedicated resources Too much burden on the business Not understanding the business
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What does work Focus: What is critical to the business Board support including CFO Buy-in from key stakeholders – business
owned Strategy aligned to business Communications at the right level Vision and support Resource implementation
Cost effective (limited budget) Defined processes Limited resources (internal and external
balance)
Simple BC and IM plans Focus on incident management Awareness program
Focus on delivery to commitments
Lessons Learned … Recommendations
Leverage outside resources Partner with objective BC/DR leading firms to validate and round out your
strategy and roadmap Leverage corporate and external audit
They have the ear of the top leadership Keep approach simple and straight-forward leveraging standards and
industry best practices Allow implementation flexibility – tailor to suit business need Checklists work better than heavy documents Focused and short exercises for BC/IM
Embed ownership into daily business functions and operations Hold management accountable
RELX Confidential 18
Subscription Services
In House
Expand to multiple recovery sites, Cloud introduction
ALWAYS READY! Process Automation
Continuous Availability Architecture
ALWAYS ON! Synchronous Replication
Storage Virtualization Virtualized Architecture
Resilient Operations Model
Little to no governance Technical or Business
A Traditional BC/DR Timeline Road to Future State
19 RELX Confidential
A Traditional BC/DR Timeline Road to Future State
20 RELX Confidential
Cost over time – managed and predictable!
Alice Kaltenmark, MBCP, MBCI Director, Global IT Service Continuity Management
Reed Elsevier Technology Services Office: +1 937.865.7774 | Mobile: +1 937.609.4668
alice.d.kaltenmark@reedelsevier.com
www.linkedin.com/in/alicekaltenmark/en
a.k.a. President, Contingency Planners of Ohio (CPO)
president@cpohio.org
RELX Confidential 23
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