將個案持續進行八年之營運發展軌跡導入模型，綜合顧問與專家建議，客觀定義成熟標準進行歷年比較分析，以瞭解成熟水準及如何改善的具體作法。最後將研究結果，提出作業標準程序供金融機構參考使用，逐步提昇營運持續管理之成熟度，作為管理機制的調整依據與指引，增進其營運持續能力，為企業創造最大利潤與提升競爭力。 Most of banking institutions in the process of sustainable development, limit to the urgency of time and resources to reset, to taking stress withstand a great test. The majority of domestic banking institutions since 1991, are one after another to develop a disaster recovery plan(DRP.) and build a redundant system, should be relatively mature, but very few companies had actually started DRP., keep it for possible future use meant as a precautionary measure.「Yet, DRP. does not always receive the attention it deserves? 」
Domestic and international disasters were frequent in recent years, then begin to look back at the management regulation found are not enough depth and complete. The business continuity management rely on the basis of disaster recovery, and running more years. From basic to complex and further expansion made but there are no management tools to understand the actual maturity of the business continuity management capabilities of reference for public view.
The case eight years of operation and development trajectory import model, the comprehensive consulting with experts suggest,Objective definition of a mature standard calendar year comparative analysis, to understand the level of maturity and how to improve practice.Finally, the study puts forward the operating standard procedures for financial institutions use and reference.Gradually improve the operation of the maturity of the ongoing management, as adjusted basis and guidelines for management mechanism, Enhance the sustainability of its operations for enterprises to create maximum profits and enhance their competitiveness.
