When discussing Business Continuity Management (BCM), one often immediately thinks of complex plans, certifications, documents, and simulations. But in reality, the heart of BCM is knowledge of your own organisation: knowing which processes are critical, how long they can be interrupted without irreparable damage, and which resources are essential to keep them operational. And all this starts with one key activity: Business Impact Analysis (BIA).

Even for those who do not intend to have a comprehensive business continuity management system, making a BIA is an investment of organizational intelligence and strategic responsibility.

Why is it useful?

• Because it helps map business processes, distinguishing what is critical from what is secondary.
• Because it makes it possible to estimate how long each process can be stopped before the impacts become unsustainable.
• Because it makes it possible to identify the resources needed (infrastructure, personnel, information systems, suppliers, locations) to ensure the continuity of the most important processes.
• Because it is the basis of any effective response plan, even in areas as diverse as cybersecurity, crisis management, disaster recovery or regulatory compliance.

Moreover, it is not just good practice: it is also a regulatory requirement. Many national and European regulatory frameworks require activities similar to BIA, or explicitly mention it. Among these is the recently transposed NIS2 Directive, which requires organisations to implement concrete measures to assess risks and impacts on essential activities.

How to make it?

A BIA cannot be improvised. It must follow a structured methodology, with interviews, data collection, validations, analysis and shared interpretation of the results.
We recommend the one proposed by the Disaster Recovery Institute International (DRI), adopted by thousands of organizations worldwide. But the methodology described in ISO 22301, and its related guidelines, also offer an excellent operational reference.

The important thing is to do it. Good.

In an increasingly uncertain environment-between technological, geopolitical, environmental and social risks-knowing which activities absolutely must continue is the first step to reacting promptly, effectively and lucidly.

Has your organization already conducted an updated Business Impact Analysis?

Share in the comments your experiences, questions, or reflections!

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