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''This comprehensive research consistently portrays a set of common factors that precedes each disaster - poor management, a lack of proper planning and weak risk management practices. An eye-opener to all those executives that fail to understand the importance of business continuity and disaster recovery mechanisms.''Luciano Anastasi, MA MBCS CITP, Head of Information Technology at APS Bank, Malta''I have found ’In Hindsight’ to be an interesting, thought provoking and stimulating collection of studies; and I have learned a great deal in reading it.''Phillip Wood, MBE MSc FSyI CPP PSP AMBCI MInstLM, author of Resilient Thinking''I am constantly amazed by the number of executives who dismiss potential disasters as being too unlikely to consider, or who put off dealing with known risks because they have other things to worry about. This book is full of these people, and what happens in the case studies provides ample evidence to counter their complacency.''Martin Caddick. LLB MBA MBCI MIORWhat causes disasters?In this book, the authors analyse the causes of some of the major disasters from the last thirty years and explain what could have been done better, before and after the event. Unlike many titles on business continuity and disaster recovery, In Hindsight: A compendium of Business Continuity case studies does not build up from the theory of business continuity planning. Instead, it takes apart real events such as Hurricane Katrina, the terrorist attacks in London, Madrid and Glasgow, and the collapse of Barings Bank, revealing the themes that contributed to each.Plan for the worstUsing these incidents as case studies, the authors demonstrate the potentially devastating results for organisations that have not planned for the worst. Crucially, the book proposes measures that could have helped to minimise the risks and consequences.Learn from other people’s mistakesBy showing the potential repercussions of a badly thought-out disaster management and business continuity plan, this book helps you avoid making similar mistakes, reduce risks and enable faster recovery when things do go wrong.About the editorA Member of the Business Continuity Institute and an Approved BCI Instructor, Robert A. Clark is also a Fellow of the British Computer Society and a Member of the Security Institute. His career includes 15 years with IBM and 11 years with Fujitsu Services working with clients on BCM related assignments. He is now a freelance Business Continuity Consultant at www.bcm-consultancy.com
