Curtis Bartell

See the following -

A Perspective of Resilience as Pertains to the Risks Posed by Relying on Digital Platforms

Over the past few months, we have witnessed the "Pushmi-Pullyu" of Big Tech controls and their political influence/power of digital platforms, legislative hearings on their control, public outrage, alternative platforming, censorship, etc. etc...I should say now: this is not a political commentary. It is however a perspective of resilience as pertains to the risks of digital platform reliance. It would seem easy to write about this right now after high profile platforms have made history-making decisions over the past few days. BUT the recognition of their broad authorities and critical capabilities has been a recognized risk for many years; this is not new.

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Corporate Resilience During A Pandemic

As humanity grapples with the spread of COVID-19 globally, the emotional response is to do something, anything, everything. But how do we take that energy and successfully adapt? Most prudent organizations have had on their radar more visible threats like hurricanes, earthquakes, power outages, terrorism, and war. The quiet pervasiveness of a pandemic seems to have caught us by surprise. But is adapting to a pandemic really that different? The good news is that proven principles still apply. Read More »

Covenant Park Integrated Initiatives, Inc.

Founded in 2007, Covenant Park builds large, integrated, complex programs for disaster preparedness and continuity. They provide their capabilities at the highest level of all three branches of the US government and for highly critical, global commercial operations. Covenant Park believes the complexity and interconnectedness of today's world requires an unprecedented level of coordination, analysis and communication to effectively identify and reduce risk. Read More »

Incident Command System Should Not Be Used For Continuity Of Operations

Let me reiterate, the INCIDENT Command System (ICS) should not be used as the organizational structure to continue operations. No way, no how. I promised a few articles ago I was going to tackle this issue – an issue which has evolved over the last 20 years or so. I will add my theories on why a preponderance of well-intentioned folks have advocated the ICS structure be used as the “logical” (to them) structure to continue the operations of an organization. I believe I speak authoritatively on this having had both feet squarely planted in emergency management and continuity communities over the past 33 years.

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Is Environmental, Social, And Governance (ESG) Activity the New ESP?

Harvard Business Review published (January/February 2021) an article How to Talk to Your CFO About Sustainability written by Tensie Whelan and Elyse Douglas, both associated with the NYU Stern Center for Sustainable Business. This excellent article opens assuming a universal commitment by corporations to some level of environmental, social, and governance (ESG) activity. It further suggests a universal impression most Chief Financial Officers (CFOs) view such commitments as "a cost rather than a source of value." This impression resonated with me as a resilience and risk practitioner.

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Resilience Is An Opportunity For Early Bipartisan Success

In the past year Mr. Chuck Chaitovitz, Vice President of Environmental Affairs and Sustainability for the U.S. Chamber of Commerce, has written two very important and insightful articles advocating a national resiliency agenda...I am adding an expanded perspective of resilience and perhaps drive a broader dialogue. I commend the Chamber for realizing the import of resilience in our economic and business considerations (e.g., general continuity, infrastructure, insurance). I have been advocating resilience for several decades and we need more discourse to move resilience from words to action.

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Resilience Must Be Blind to Catalyst - Part II

If this is the first time you are reading something from me, let me introduce you to a phrase I coined in the early 2000s: "resilience (and continuity) is blind to the catalyst." My oft-repeated comment was to present an alternative to the emergency management foundations that were creeping into the continuity lexicon, whereby contingency planning is typically done with a "commensurate with the hazard" or "capabilities-based" approach. Resilience is and must be viewed with a much higher level of consideration…and NOT limited to specific hazards or capabilities. As I most certainly just ruffled feathers of some of my dearest and most deeply respected emergency management professionals, let me explain.

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Resilience must be Blind to the Catalyst - Part I

On October 29 William Stemper, Forbes Councils Member put forth a thoughtful piece titled Three Steps To Building Resilience Through Technology.The article goes a long ways towards solidifying why resilience has a more urgent place in our businesses. I commend the article to the readers of this post. While Mr. Stemper focuses primarily on technology at his job at Comcast, he tees up some further, more holistic insights. Read More »

Rock Around The Resilience Wheel - Continuity of Operations Through Disruptive Change

As 2020 comes to a close we are still faced with myriad issues pertaining to public health, elections, economic duress and recovery, unemployment, and living under persistent, pendular change. Resilience has become a popular buzzword to get through these times but is utilized to mean very different things to people looking through very different lenses. Diverse definitions are great but at some point, at some higher and comprehensive perspective, a bow must be put around a common resilience baseline. In layman’s terms, resilience is getting through disruptions and change with some foresight and planning. Resilience matters regardless of the lens you are viewing it through. Covenant Park has coined several catchphrases over our several decades of resilience, risk, continuity, emergency management, security, and national and international planning and execution. Some of those phrases include:

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