David Crow This is Me

 Web References

1. 1. www.catalogsuccess.com

   www.catalogsuccess.com/story/s - [Cached]

   Published on: 5/1/2007   Last Visited: 5/2/2007

   "It's a very daunting task, just the scope of trying to get it all worked out," cautions David Crow, corporate manager of asset protection at Atlanta-based Home Depot Direct. "For example, we have three call centers in different locations. So I need three different contingency plans and staffing plans. One plan won't address all three facilities," because the physical and labor conditions vary at each.
   
   When you start the planning process, Crow explains, focus on one step at a time. "Each area of the business has its own issues," he says. "You just have to bring them together. We'll pull the IT people or the inventory management people, or the call center people into a room and ask, 'If this happens, what do you do?' We pick their brains and then streamline. Then we ask them, 'If we did it this way, would it be easier, better or worse?'"
   
   Rogers and Crow agree that you can divide the subject of business continuity into a few main areas:

2. 2. www.catalogsuccess.com

   www.catalogsuccess.com/story/s - [Cached]

   Published on: 5/1/2007   Last Visited: 5/2/2007

   "It's a very daunting task, just the scope of trying to get it all worked out," cautions David Crow, corporate manager of asset protection at Atlanta-based Home Depot Direct. "For example, we have three call centers in different locations. So I need three different contingency plans and staffing plans. One plan won't address all three facilities," because the physical and labor conditions vary at each.
   
   When you start the planning process, Crow explains, focus on one step at a time. "Each area of the business has its own issues," he says. "You just have to bring them together. We'll pull the IT people or the inventory management people, or the call center people into a room and ask, 'If this happens, what do you do?' We pick their brains and then streamline. Then we ask them, 'If we did it this way, would it be easier, better or worse?'"
   
   Rogers and Crow agree that you can divide the subject of business continuity into a few main areas:

3. 3. www.lizkislik.com

   www.lizkislik.com/articles/art - [Cached]

   Published on: 5/1/2007   Last Visited: 11/10/2007

   "It's a very daunting task, just the scope of trying to get it all worked out," cautions David Crow, corporate manager of asset protection at Atlanta-based Home Depot Direct. "For example, we have three call centers in different locations. So I need three different contingency plans and staffing plans. One plan won't address all three facilities," because the physical and labor conditions vary at each.
   
   When you start the planning process, Crow explains, focus on one step at a time. "Each area of the business has its own issues," he says. "You just have to bring them together. We'll pull the IT people or the inventory management people, or the call center people into a room and ask, 'If this happens, what do you do?' We pick their brains and then streamline. Then we ask them, 'If we did it this way, would it be easier, better or worse?'"
   
   Rogers and Crow agree that you can divide the subject of business continuity into a few main areas:
   ...
   Crow described the tools of surviving a disaster as similar to a deck of cards: "Hand me your crisis and I'll pull out the cards to deal with it."
   
   So what should you focus on first? Certainly, safety at the moment of the disaster is the most important issue. But immediately after protecting your people, Crow says you need to be able to communicate with customers. Be able to "route your telecommunications, manage data entry and integrity, maintain physical inventory and the movement of inventory so you can fulfill orders," he says.
   ...
   While his company survived Katrina without any safety or property damage issues, Crow says Home Depot Direct struggled with getting merchandise out without transportation.
   ...
   According to Crow, the crucial thing is to build a basic and actionable level of functioning. After a disaster, he says, "You don't need to be the Cadillac of operations.