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In hindsight : a compendium of business continuity case studies /
"What 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, this title does not build up...
| Clasificación: | Libro Electrónico |
|---|---|
| Otros Autores: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Ely, Cambridgeshire, UK :
IT Governance Pub.,
2014.
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| Temas: | |
| Acceso en línea: | Texto completo |
MARC
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| 001 | JSTOR_ocn888035954 | ||
| 003 | OCoLC | ||
| 005 | 20231005004200.0 | ||
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| 020 | |a 9781849285926 |q (electronic bk.) | ||
| 020 | |a 1849285926 |q (electronic bk.) | ||
| 020 | |a 1849285918 | ||
| 020 | |a 9781849285919 | ||
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| 037 | |a 22573/ctt7z4cqp |b JSTOR | ||
| 050 | 4 | |a HD30.28 |b .I645 2014 | |
| 072 | 7 | |a COM019000 |2 bisacsh | |
| 082 | 0 | 4 | |a 658.4/056 |2 23 |
| 049 | |a UAMI | ||
| 245 | 0 | 0 | |a In hindsight : |b a compendium of business continuity case studies / |c edited by Robert A Clark. |
| 260 | |a Ely, Cambridgeshire, UK : |b IT Governance Pub., |c 2014. | ||
| 300 | |a 1 online resource (1 volume) : |b illustrations | ||
| 336 | |a text |b txt |2 rdacontent | ||
| 337 | |a computer |b c |2 rdamedia | ||
| 338 | |a online resource |b cr |2 rdacarrier | ||
| 588 | 0 | |a Online resource; title from title page (Safari, viewed August 9, 2014). | |
| 504 | |a Includes bibliographical references. | ||
| 520 | |a "What 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, this title 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. Using 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. By showing the potential repercussions of a badly designed 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."-- |c Unedited summary from book | ||
| 505 | 0 | |a Cover; Title; Copyright; Contents; Chapter 1: Introduction -- Robert Clark; Chapter 2: The MV ''Full City'' Incident -- Norway''s Worst Ever Oil Spill -- Jon Sigurd Jacobsen; The incident; The local response; The environmental damage; Supply chain issues; Insurance claims; Lessons learned; Was the incident preventable?; What went well; What could have been done better; What did not go well; Other observations; Conclusion; Chapter 3: Barings Bank Collapse -- Owen Gregory; Big Bang Day; Lessons learned; What could have been done better; What did not go well; Conclusion | |
| 505 | 8 | |a Chapter 4: Northgate Information Solutions, a Victim of the Buncefield Oil Depot Disaster -- Robert ClarkNorthgate''s reaction; Communications; Recovery of the Year; Lessons learned; What went well; What could have been done better; What did not go well; Other observations; Conclusion; Chapter 5: The Love Parade: Dusseldorf 2010 -- Tony Duncan; Duisburg 2010; Pre-event issues -- contingency, safety and security planning; Risk management; Government and non-governmental agency/stakeholder engagement; Legal aspects; Communications; The finger of blame; Lessons learned; What went well | |
| 505 | 8 | |a What could have been done betterWhat did not go well; Conclusion; Chapter 6: Herald of Free Enterprise -- Carl Dakin; Dealing with the media; Irreparable reputational damage; Absence of contingency arrangements; A disaster in waiting; Shutting the stable door; The birth of corporate manslaughter; Lessons learned; What went well; What could have been done better; What did not go well; Conclusion; Chapter 7: The Aztec Chemical Explosion, the Biggest Blaze in Cheshire for 35 Years -- Robert Clark; Your competitors can turn out to be your best friends in a crisis; Lessons learned; What went well | |
| 505 | 8 | |a What could have been done betterWhat did not go well; Other observations; Conclusion; Chapter 8: Piper Alpha and Alexander L. Kielland: A Comparison of Two North Sea Tragedies -- Carl Dakin and Jon Sigurd Jacobsen; Piper Alpha; The Alexander L. Kielland; The common factors; What went well; What could have been done better; What did not go well; Conclusion -- could tragedies of the PA and ALK magnitude reoccur?; Chapter 9: Bhopal: The World''s Worst Industrial Disaster -- Owen Gregory; Background; Circumstances contributing to the enormity of the tragedy; A disaster in waiting | |
| 505 | 8 | |a The tragic human legacyEffects on the local economy; Litigation; Lessons learned; Conclusion; Chapter 10: The Devastating Effect of the SARS Pandemic on the Tourist Industry -- Catherine Feeney; The tourist industry -- fragility versus resilience; The economic importance of tourism in the emerging millennium; Typical health issues threatening the tourism industry; Background to managing crises in tourism; The SARS pandemic -- a catalyst for change; The aftermath; Lessons learned; What went well; What could have been done better; What did not go well; Other observations | |
| 590 | |a JSTOR |b Books at JSTOR Demand Driven Acquisitions (DDA) | ||
| 590 | |a JSTOR |b Books at JSTOR All Purchased | ||
| 590 | |a JSTOR |b Books at JSTOR Evidence Based Acquisitions | ||
| 650 | 0 | |a Business planning. | |
| 650 | 0 | |a Crisis management. | |
| 650 | 0 | |a Risk management. | |
| 650 | 0 | |a Strategic planning. | |
| 650 | 6 | |a Gestion de crise. | |
| 650 | 6 | |a Gestion du risque. | |
| 650 | 6 | |a Planification stratégique. | |
| 650 | 7 | |a risk management. |2 aat | |
| 650 | 7 | |a COMPUTERS |x System Administration |x Disaster & Recovery. |2 bisacsh | |
| 650 | 7 | |a Business planning. |2 fast |0 (OCoLC)fst00842819 | |
| 650 | 7 | |a Crisis management. |2 fast |0 (OCoLC)fst00883617 | |
| 650 | 7 | |a Risk management. |2 fast |0 (OCoLC)fst01098164 | |
| 650 | 7 | |a Strategic planning. |2 fast |0 (OCoLC)fst01134371 | |
| 700 | 1 | |a Clark, Robert A. |c (Business continuity consultant) | |
| 776 | 0 | 8 | |i Print version: |t In hindsight : a compendium of business continuity case studies. |d Cambridgeshire, [England] : IT Governance Publishing, ©2014 |h 350 pages |z 9781849285919 |
| 856 | 4 | 0 | |u https://jstor.uam.elogim.com/stable/10.2307/j.ctt7zsx8f |z Texto completo |
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