Author: Ashley Goosman

BC Value Article Part 1
resilience

Business Continuity & Operational Resilience – Is it the same? Part 1

Business Continuity & Operational Resilience – Is it the same? Part 1 PreparedEx recently collaborated with The Resilience Think Tank members to share our article on business continuity’s value. In this two-part series, Andreas Bryant and I provided our perspective on how operational resilience and business continuity may soon intersect. In part one, we offered

Post-COVID Resilience Value
resilience

Business Continuity & Operational Resilience – Is it the same? Part 2

Business Continuity & Operational Resilience – Is it the same? Part 2 PreparedEx recently collaborated with The Resilience Think Tank members to share our article on business continuity’s value. In this two-part series, Andreas Bryant and I provided our perspective on how operational resilience and business continuity may soon intersect. In Part 1, we offered

New York Skyline
resilience

Across the Pond: Is being a woman in resilience any different? Part 2 of 2

Across the Pond: Is being a woman in resilience any different? Part 2 of 2 Have you ever wondered if the experience of your fellow women in resilience across the pond differs from yours? Does working in the Public and or Private sector mean different experiences? Are we just the same woman, having the same

Business Continuity Resilience Interview
Business Continuity Management

The Resilient Journey Podcast

Check out my chat Mark Hoffman The Resilient Journey podcast recently asked me to sit down for my take on articulating value for business continuity practitioners. The host, Mark Hoffman, is exploring some of the most significant issues facing organizations today. During our chat, I share some valuable tips that resilience professionals can incorporate into

Resilience Think Tank Logo
resilience

Resilience Think Tank Launched

Resilience Think Tank Launched I am excited to announce the Resilience Think Tank launch. Earlier this year, I was honored to be included by Mark Hoffman, MBCI, CBCP, in a thought leader group with James Green, Lisa Jones, CBCP, MBCI, Andreas Bryant, MBCI, and Milena Maneva. While considering the importance of Business Continuity practitioners and resilience,

September 11 World Trade Center Tribute
resilience

Twenty Years Post-September 11: A Personal Resilience Journey

A different kind of blog Twenty years post-September 11: a personal resilience journey is a different blog than I usually share. Many will be marking today with anniversary events. Others will memorialize it with a tribute to those fallen or injured in the September 11 Attacks. Today is highly personal, but I am aware that

After the Pandemic
Business Continuity Management

What to expect when COVID ends

Business Continuity after the pandemic Many of us are looking ahead to determine what to expect when COVID ends. In my last blog, The End of Business Continuity As We Know It, I shared why I believe business continuity practice is evolving. Today, I am considering business continuity’s future. No discipline can remain static and

disaster recovery transformation
Business Continuity Management

The End of Business Continuity As We Know It

COVID-19 is a watershed moment Is this the end of business continuity as we know it? COVID-19 was a wake-up call for business continuity (BC) practitioners that our use of technical language and process is less than compelling. Few business groups understand what we do and why it is essential. Even when they do, our

Emergency Go Bags
crisis management

Three Personal Preparedness Tips for Crisis Managers

Walk the walk, talk the talk We all know it is crucial to be ready for emergencies. Below are my top three personal preparedness tips for crisis managers as we continue to respond to COVID-19 and other hazards. In reality, most of the ideas are things anyone can implement. However, as crisis managers, it is

Corporate Unified Incident Response
crisis management

Modern Crisis Management in Corporations

Crisis management after COVID Modern crisis management in corporations should leverage the existing leadership structure. Lessons learned in crisis management during COVID indicate that the emergency management structure of the Incident Command System (ICS) is not a perfect fit for large corporations. Instead, a hybrid approach is more successful. Process owners should continue to provide

Disaster Empire Scroll to Top