By: Rajesh Jaluka
Business continuity planning is an established practice for many organizations, but I’m seeing more and more cracks in the pavement.
Kyndryl’s report on IT risk1 suggests that while most organizations have experienced events that disrupted their IT systems, the IT decision-makers at those organizations are confident in their ability to withstand another one. But what about business continuity disruptions that happen outside of the organization, such as attacks on partner systems or market factors, that still impact the ability of the healthcare organization to operate as usual?
In May 2021, a cyber-attack disrupted fuel supplies along the east coast of the United States for nearly two weeks. Consider the impact on healthcare workers’ ability to commute or the availability of ambulances for patients.
A January 2023 system outage forced the Federal Aviation Administration to temporarily ground all flights in the United States. One of the planes may have carried donor organs for transplants or a physician traveling to perform surgery.
Healthcare organizations need highly dependable operations, but disruptions are unpredictable. An effective business continuity strategy, therefore, must encompass more than risk mitigation. Improving patient care quality, increasing medical and administrative staff satisfaction, and preserving shareholder value all factor in.
So, how can healthcare leaders account for these factors when reshaping business continuity strategies? Let’s start with the question of system criticality.