The strategic value of business continuity in the boardroom

Five years on from the pandemic that devastated lives and economies worldwide, bringing business continuity into the boardroom has never been more important.

Organisations should not pat themselves on the back simply because the disruption “wasn’t that bad”. Those that act from a proactive mindset respond faster and are better able to anticipate potential crises, enabling greater availability.

During the 1970s, military and government entities were the first to use a formalised approach, but they were focused on recovery after a crisis. By the 1990s, private industry began to adopt these concepts, but they were mostly policy driven and not widely shared across the organisation. The shift towards a proactive approach occurred in the early 2000s, with global events such as 9/11.

The real value of business continuity goes far beyond an organisation merely surviving a crisis. A crisis is not always a natural catastrophe such as typhoon or some other weather-related event. It can also be a disruption to the typical way an organisation operates.

Disruptions rarely affect only one part of an organisation, they often trigger ripple effects across the entire organisation – impacting customers and creating downstream risk. It is hard to quantify the silent damage to our reputation. Business continuity is about becoming aware of potential risks through both internal and external lenses. 

Recent examples drive this home. Between 2020 and 2023, healthcare systems in the US and EU faced ransomware attacks that delayed surgeries, disrupted care and compromised patient data. The impact included tens of millions in lost revenue, lawsuits, and took a long time to resume “normal” operations. 

In 2025, Godfreys Group, a well-known vacuum retailer, went into bankruptcy administration after failing to pivot to online retail or invest in selling high-value brands, ignoring shifting customer trends. Godfreys’ inability to adapt led to store closures, layoffs and brand damage. The list goes on. 

Boards must treat business continuity as a strategic priority to build a competitive edge. The conversation needs to shift from “how would we respond?” to “how can we anticipate?”

Organisations with a proactive mindset are better at identifying potential internal and upstream risks. A proactive mindset enables them to anticipate and adapt to disruption, no matter its form. 

Proactive discussions spark innovative ideas. For example, during the pandemic, companies that had already embraced remote work were far more agile than those still tied to traditional desktop setups. Their IT teams were ready and business kept moving, even if it looked a little different.

Boards play a key role in overseeing risk. The old mindset of “that could never happen” is gone. Few saw the pandemic coming. Business continuity must be woven into enterprise risk management frameworks – not just as a broad concept, but with real subject matter experts managing the detail and aligning compliance as well as expectations across the organisation.

Investors want to know whether organisations are sustainable. Customers expect resilience from their suppliers. Procurement teams worldwide now demand proof of business continuity programmes when finalising contracts with suppliers. Strong partnerships depend on clear communication, transparency and resilience.

Business continuity also intersects with Environmental, Social and Governance (ESG) goals, highlighting the importance of protecting people, communities and ecosystems while strengthening organisational resilience. 

By aligning business continuity with ESG, organisations not only keep operations running during disruptions but also demonstrate ethical leadership and a commitment to sustainability.  It becomes more than survival – it prioritises people, responsible practices and building long-term trust with stakeholders.

To ensure success, organisations should set clear key performance indicators (KPIs) and metrics to track effectiveness. Regular board updates help leaders monitor progress and address gaps quickly. Embedding business continuity principles into culture encourages proactive risk management and ensures everyone, at every level, makes continuity and preparedness part of their thought process.

To get boards more engaged, it is essential to include structured worst-case scenario planning, micro-exercises and targeted tabletop exercises in board-level conversations to strengthen governance and embed resilience into board practice. 

Boards that make crisis response a priority and practice it regularly are better equipped to oversee strong business continuity strategies, foster a culture of preparedness, make confident decisions and protect organisational reputation. The time is now for boards to lead the way, making business continuity central to their oversight and encouraging readiness throughout the organisation.