The #COVID issue stabs at our vulnerabilities and weaknesses, as our mortality is something we all tend to shy away from considering.
A threat, such as COVID-19, which can strike unseen, against which we have no real defence, and for which there is no cure, is for many the ultimate horror. Consequently, reactions are polarised into those who, in a knee-jerk reaction, feel a need to do something, like buy supplies, no matter how ineffectual, and those that bury their heads in the sand.
Moving away from the emotional, practically there are many issues which you should be considering from a business continuity perspective. At ISO³, that analysis which is needed to identify real world risks, is very much part of our DNA. Only after that can appropriate contingency planning be created, so do make contact, if you think we can help, at firstname.lastname@example.org.
However, the problem to be factored into contingency planning is, if one person, say, in an office of 200 contracts COVID, must everyone self-isolate, and if so, how do you continue to operate?
The NHS advice, which can be found here: https://www.nhs.uk/conditions/coronavirus-covid-19/, suggests that someone who thinks they have been on contact with a person suffering from COVID should self-isolate for 14 days. Most people who get sick will recover from COVID-19, and recovery time varies and, for people who are not severely ill, may be similar to the aftermath of a flulike illness. People with mild symptoms may recover within a few days. People who have pneumonia may take longer to recover (days to weeks). In cases of severe, life-threatening illness, it may take months for a person to recover, or the person may die. Consequently, creating contingency plans has complexity.
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