Guidance to pursue continual improvement in how suitable, adequate and effective the BCMS is, at every level within the PDCA cycle, in line with the continuity policy and objectives, drawing on audit results, reviews of disruptions and management review, and with an eye to ambition and the maturity sought. It needs one process to find opportunities and another to manage them, following the same basic path as corrective action: settle what is to be addressed and where things stand (the opportunities), settle the existing processes and controls, and settle what to change (the improvements); corrective action removes BCMS shortcomings and keeps it working as intended, whereas continual improvement lifts it to greater efficiency and effectiveness. Improvement can come from applying BCMS processes such as leadership, planning and performance review well, and top management also looks for BCMS improvements prompted by changes in the organization's context (a competitor failing), its internal make-up (new sites, new staff), how it produces or sources (new technology, better infrastructure), developing methods or new recovery options (new backup facilities or network technologies), and technology and practice including new tools and methods, weighing each change for what it could offer.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.