The study, which took in responses from around 650 international organisations, found that barely 16% of respondents had applied business continuity management (BCM) to understand the implications of their choices before making a decision on business continuity technologies.
The BCI report concludes that managers need to ensure that there is at least some aspect of reflection on the strategic consequences of the scenario, when conducting existing exercises.
This will, says the study, have an additional benefit, demonstrating that BCM has a clear understanding of the business priorities and risk, and the solutions to support executives in mitigating these risks.
"Understand the key risks facing the organisation and determine whether BCM thinking could be applied to these risks, and develop exercises around them", says the paper.
Managers also, adds the report, need to challenge their organisation if they see BCM as a category of risk. The study argues that, ultimately, this view may limit the scope of risks covered and the value that business continuity can bring to the organisation.
The report also advises that managers need to demonstrate that BCM can add value in understanding the consequences of strategic decisions.
"Sourcing decisions are a very topical area for BCM thinking to be applied but equally the launch of new products and services may well provide an opportunity to prove the value add of BCM", says the study.
Commenting on the report, Lyndon Bird, the BCI's technical director, said that business continuity management has become an essential part of protecting reputation and value in a crisis.
"What is missing, however, is the link into corporate decision making. BCM provides a robust foundation to enable a business to adapt to change, and pursue new opportunities with the assurance that potential unintended consequences have been duly considered", he said.