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Defining your minimum viable business
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What must your business sustain when recovery has no date?

Download the worksheet risk leaders in our network are using to define their minimum viable business in a single workshop.

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Most continuity planning assumes you'll be back up in hours or days. But the disruption risk leaders are increasingly planning for runs to weeks or months, when manual workarounds start to fail and trade-offs can't be avoided.

So what do you keep running? And what do you consciously stop?

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What you'll have at the end of the workshop

This worksheet was developed from approaches shared by risk leaders during Risk Leadership Network collaborations. It helps you and your operational leaders agree, in a single workshop, the minimum your organisation must sustain, and gets the board to endorse it.

It builds on your existing BIA and continuity plans, rather than replacing them. The BIA tells you what to restore and how fast. The minimum viable business asks what you sustain and what you stop, when restoration has no date.

At the end of the session you'll have:

  • A clear statement of your organisation's fundamental purpose.
  • One ranked register of what must be sustained: operational processes, commitments to people, and legal, regulatory and financial obligations, each with a named owner, tolerance and external deadline.
  • An explicit stop list of activities you'll suspend and obligations you'll defer by prior agreement.
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Built for the room, not just the risk team

This worksheet is designed to be facilitated with operations, HR, legal and compliance in the room, because that's where the real trade-offs get made. It takes half a day for a single business unit, or two half-day sessions for a group-level definition.

It also guides you through the pitfalls members have told us about, including:

  • Everything coming out as "Priority 1".
  • A definition that quietly turns into a restatement of the BCP.
  • A stop list nobody has the authority to approve.