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Oct 04
2010
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Most companies start small. As they experience success, they grow. As they grow, their business gets more complicated. It’s the second law of thermodynamics at work*. As business needs change, this system responds with subtle changes to maintain equilibrium. And because this growth toward disorder is incremental, it’s often not even recognized as a problem… until it has to be rebuilt from scratch in the aftermath of a disaster.
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Aug 15
2010
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Though I am seeing this change slowly in organizations across industries, most companies still separate IT disaster recovery from business-side continuity and process resumption planning. As planners, and often the IT guys realize this too, it is incredibly difficult for IT to prioritize and determine the appropriate technology investments without knowing what is important to the business… and how important in terms of quantifiable dollars-at-risk data.
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Jun 29
2010
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I believe a lot of managers and board members hold a number of misconceptions regarding business continuity and disaster recovery testing and exercises. Over the years, I’ve heard many argue about what makes a test successful or not, and how to best present test results relative to business objectives when management, auditors and regulators are pushing for ’successful tests’. I know of several large organizations that base employee performance evaluations, at least partially, on the outcomes of disaster recovery tests.
I think much of the confusion comes from the very sloppy way we, as practitioners, use terminology that has meaning in common speech outside our specialty.
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