The return to normal operations needs a planned approach under a project plan aligned to change management, so that undoing interim arrangements and implementing old or new procedures does not become another incident and people's support and confidence are kept; people will not simply pick up where they left off. People aspects to consider are the shift of communication from response to change management as the organisation adapts to outcomes such as new premises, a changed strategy, new governance or rebuilding client confidence; familiarising the workforce with new technology, processes and ways of working; managing the return to work, mending fractured team dynamics and watching for delayed psychological reactions; the long-term risk of a less resilient workforce, particularly the raised risk of further incidents in safety-critical organisations; top management visibly demonstrating recovery and engaging people on future direction and resilience; the effect on the human resource strategy, with plans to protect availability, recruitment, retention and engagement; and implementing lessons identified by updating the crisis and continuity plans, tightening governance and adapting as the culture changes.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.