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The Swanwick Air Traffic Control Centre is an unfortunate example of the problems that can occur with the continuity of a business while undergoing a period of change. The National Air Traffic Service switched to the Swanwick venue in January last year, but then in April (and on two occasions last May) the system went down, causing massive delays and cancelled flights across Europe. Inevitably, this lessened public confidence in the service.

Swanwick's problems weren't all to do with the change in location and systems... That which occurred on 17 May last year was due to a software upgrade. At the time, a spokesperson claimed that the overnight upgrade had gone according to plan, but next morning 50% of the terminals refused to work.

Although air traffic control is an extreme example of a business where information must be available and accessible on a second-by-second basis, it does demonstrate why business continuity planning should be right at the top of the agenda when undergoing any business change – be it a simple upgrade, or perhaps a merger or acquisition.

All change, please
Every time your IT Department changes anything on the network, equally the business continuity plan will have to change.

In the case of a merger or acquisition, business continuity planning often ends up on the back burner, despite the fact that business risk is often heightened at this time. With this in mind, security managers should be thinking about ways in which they can reduce threats to the business, and formulate a coherent plan for putting their ideas into action.

At merger time, many of the problems facing the security manager stem from cultural differences between the two companies (in particular if both already have very different business continuity plans in place). It can be difficult to gain management buy-in for continuity planning at the best of times, but during hectic merger and acquisition activity it's likely to be last on the list of priorities.

Although the two companies pull together publicly to ensure a united front for customers, the 'back office' can find itself in total disarray. It's therefore essential that the business continuity manager is brought in at the project planning stage, in order to reiterate the importance of business continuity – and make certain that resilience is built-in to the merged business as it takes shape.

A good business case can often be made for this approach, as the costs are likely to be lower than if business continuity planning is bolted on after completion of the merger.

A point worth considering at this stage is the involvement of a third party consultant who can bring a sense of objectivity to the affair. After all, your approach and that of your counterpart employed by the other organisation may differ. Providing the best plan for the combined organisation should be the priority, not simply fighting your own corner. A consultant can review the existing plan or plans, and suggest the best approach without any previous baggage or allegiances to either side.

Often, departmental heads are more aware of business continuity issues than managers higher up the 'food chain', thus it's always worth the security manager's while to recruit volunteers to fight the business continuity cause. They are often keen to help out in an environment where jobs are at risk, and those that go the extra mile are recognised for it. Such an approach also helps to break down barriers between the two companies, and demonstrates that the business continuity plan is for the common good.

Companies should consider fundamental changes, mergers or acquisitions as simply another phase in the evolution of an organisation. A business continuity plan should evolve in the same way in order to reflect the changing needs of the business.