How a major Telecoms brand has used digitisation and crisis simulations to transform business continuity

“Resilience isn’t just about responding to disruptions. It’s about creating the conditions for success, even in the face of uncertainty,” says the manager of a telecommunications company, based in Asia.

And this mindset underpins the company’s entire approach to business continuity management (BCM), which has evolved significantly over recent years to address new challenges and drive operational maturity.

MAPPING INTERDEPENDENCIES

One of the most significant hurdles in BCM is understanding interdependencies within a complex organisation.

The manager highlights the “network layer” as an example. “In the company, everyone acknowledges that the network layer is crucial. But the teams managing it often don’t know who depends on them or to what extent,” he says. With anywhere from 100 to 1,000 process dependencies linked to the network layer, these teams often rely on “best guess” provisioning.

“Digitisation has been a game-changer”

This lack of clarity can lead to inefficiencies, particularly during disruptions. “When a crisis hits, the question isn’t just ‘what’s disrupted?’, it’s also ‘what does the disruption mean for the business end to end?’” he says.

To address this, the company invested in mapping these dependencies more effectively. Through digitisation, they’ve transitioned from static tools like Microso Excel to an integrated system that provides real-time visibility across the organisation.

“Digitisation has been a game-changer,” the manager says. “It’s not just about streamlining processes – it enables higher-value conversations and better decision-making.”

BCM THROUGHOUT THE BUSINESS

For BCM to succeed, it needs to be embedded deeply within the organisation. The manager recalls a pivotal moment when senior leadership recognised the importance of BCM.

“Last year, I heard something that really stood out to me: ‘Your role is critical because my KPI is tied to BCM.’ That kind of leadership support sets the tone for the entire company,” he says.

Clear communication and role definition have also been essential. The manager emphasises the importance of ensuring that everyone, from senior leaders to frontline staff, understands their responsibilities during a disruption.

“If people don’t know how to use the plans, even the best preparation will fall apart,” he says.

This clarity is reinforced through realistic crisis simulations. Earlier this year, the company conducted a simulation exercise that placed teams in high-pressure scenarios. The exercise proved invaluable.

“Even if the business isn’t ready today, we need to create the right conditions for others to embrace change in the future.”

“Three months later, we faced a real incident, and one participant told me: ‘I’m so glad we spent time on this exercise. When the real thing happened, there was no panic.’”

However, implementing BCM changes isn’t always an easy sell. The manager reflects on his early days at the company. “When I first joined, a lot of my proposals weren’t well-received,” he says. “It was frustrating. But over time, as the business matured, those same proposals started gaining traction.”

This experience reinforced the importance of persistence and long-term thinking. “We have to take small, iterative steps to prepare the business,” he says. “Even if the business isn’t ready today, we need to create the right conditions for others to embrace change in the future.”

At the same time, the manager cautions against overstretching or losing focus. “We don’t want to develop tunnel vision, but we also can’t afford to drift. There was a point where I felt like the business didn’t want to do anything, and I found myself tempted to drift along, too. That was my own professional challenge.”

BUILDING RESILIENCE FOR THE FUTURE

The company’s BCM journey continues to evolve, but the foundations are strong.

With a focus on dependency mapping, digitisation, leadership support, and realistic training, the company is well-positioned to navigate future disruptions.

“BCM is about thinking deep, wide and long,” the manager concludes. “You have to dive into the details, see the bigger picture, and stay committed for the long haul. We’re not just managing crises – we’re building a resilient organisation that can thrive no matter what challenges come our way.”