Why UK Businesses Must Rethink Business Continuity

For years, many organisations in the UK have equated business continuity with cyber security. Firewalls, backups, and threat detection tools have dominated boardroom discussions. Yet business continuity is about much more than IT systems and cyber defences. It requires a broader, all-hazards approach to protecting operations and ensuring resilience.

This perspective is increasingly recognised across the industry. As Industry commentators such as TechRadarPro have argued, resilience demands we “think beyond cyber attacks” and embed continuity into organisational strategy (TechRadarPro, 2024).

The Evolving Threat Landscape

While ransomware and data breaches remain critical risks, they are not the only threats to continuity. Supply chain fragility, energy instability, climate-related weather events, and even workforce shortages can be equally damaging.

Recent examples illustrate the consequences. Marks & Spencer, for instance, is still recovering from a cyberattack that, according to The Times, could take months to resolve, highlighting the potentially long-tail effects of disruption (The Times, 2024). But non-digital risks are just as pressing. Extreme weather across the UK has repeatedly halted organisation operations, while Brexit-related regulatory changes have forced companies to adapt supply chains at short notice.

Regulation and Resilience

The regulatory landscape is also shifting. In Europe, the Digital Operational Resilience Act (DORA) came into force in 2023, requiring financial services firms to maintain operational resilience across all ICT-related risks, not just cyber threats. While the UK has not mirrored DORA exactly, the Financial Conduct Authority (FCA) has made clear that firms must strengthen resilience against a wide spectrum of threats (FCA, 2021).

This regulatory emphasis is reshaping boardroom priorities. Organisational resilience is now understood as a core element of good governance and risk management, not merely an IT function.

Building Resilience in Practice

For UK organisations, practical business continuity planning should extend well beyond firewalls and data recovery. Key measures include:

• Conducting Business Impact Analyses to identify critical processes and map interdependencies.
  
• Diversifying suppliers and platforms, reducing reliance on single points of failure.
  
• Cross-training staff to ensure continuity even if key individuals are unavailable.
  
• Testing and rehearsing continuity plans through live simulations and tabletop exercises.

These steps, while straightforward, require leadership buy-in and cultural commitment.

Why This Matters for the UK Economy

London and other UK business hubs are deeply interconnected with global markets. A failure in one sector, such as financial services, logistics, or healthcare, can quickly cascade across the economy. By investing in continuity, organisations not only protect themselves but also contribute to national resilience.

As TechRadarPro notes, resilience must be “baked into” organisational strategy rather than bolted on after the fact. Businesses that adopt this mindset will be better equipped to navigate uncertainty, whether stemming from cyberattacks, climate-related events, or regulatory shocks.

Business continuity in the UK can no longer be treated as a narrow IT discipline. It is a strategic investment in adaptability, customer trust, and long-term competitiveness. The companies that survive and thrive in the years ahead will be those that move beyond cybersecurity to embrace a holistic view of resilience.

Final Thoughts How AJC Can Help

At AJC, we specialise in helping organisations turn resilience theory into practice. We understand that no two businesses are the same. Our continuity strategies are tailored to your specific industry, size, and regulatory environment.

Our business continuity team works with organisations to:

• Design and implement robust continuity frameworks that protect against a wide range of risks.
• Align with regulatory expectations such as FCA operational resilience requirements and international standards like ISO 22301.
• Embed resilience into organisational culture, ensuring staff are equipped to respond effectively when disruption strikes.

We don’t just prepare you for crises, we help you build resilience as a strategic advantage. Organisations that partner with AJC gain not only the confidence to withstand disruption but also the agility to thrive in a competitive and uncertain environment.

For businesses across the UK, the question is no longer if disruption will occur, but when. With AJC by your side, you can be certain that when the unexpected happens, you will be ready.

Contact us on 020 7101 4861 or email us at info@ajollyconsulting.co.uk if you think we can help.

Sources

• TechRadarPro (2024). Organisational resilience: We need to think beyond cyber attacks. Available here.
• The Times (2024). M&S could take months to recover from cyberattack, claims insider. Available here.
• Financial Conduct Authority (2021). Building operational resilience. Available here.

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