We are in the midst of experiencing one of the most monumental shifts in the information technology age to date—an evolution from self-managed IT to IT as a service. With a public cloud services market estimated by Gartner to exceed $244 billion by 2017, service providers looking to capitalize on this tremendous opportunity must be focused on rapid time to market and deliver exceptional managed services to their customers.
However, like most of us, service providers of all types and sizes are being challenged to do more with less, to enable faster R&D cycles, and to accelerate customer acquisition growth while reducing overall spend. It is for these reasons that many MSPs have been looking to leverage VMware’s as-a-service offerings: When it makes sense for their business, partners can opt to buy--as a complement to what they’ve built--ready-to-run infrastructure and desktop services, and focus on delivering managed services on top.
When Anthem, the second largest insurance provider in the United States, revealed recently that its records had been compromised by hackers — resulting in the possible leaking of personal data of more than 80 million present and former customers — the incident became a much-needed wake-up call for the health care industry.
Unfortunately, Anthem is not the first company to experience a major data breach in the past 18 months. In 2014 alone, customer data, credit card information and intellectual property were stolen from Target, Home Depot, JPMorgan Chase, Sony Pictures and many others. What recent history has taught us is that hackers are becoming more sophisticated, attacks are becoming more malicious and no industry or organization is invulnerable.
The public has moved on from asking, “How did this happen?” to asking, “Why does this keep happening?” The attention on privacy rights coupled with the growing costs of major data breaches are elevating the issue of managing the digital enterprise to the board level.
By Gary Hinson and Dejan Kosutic
Most business continuity experts from an IT background are primarily, if not exclusively, concerned with establishing the ability to recover failed IT services after a serious incident or disaster. While disaster recovery is a necessary part of business continuity, this article promotes the strategic business value of resilience: a more proactive and holistic approach for preparing not only IT services, but also other business processes before an incident in order that an organization will survive incidents that would otherwise have taken it down, and so keep the business operating in some form during and following an incident.
According to the BSI Standard 100-4 (2009), “Business continuity management consists of a planned and organized procedure for sustainably increasing the resilience of (time-)critical business processes of an organization, reacting appropriately to events resulting in damages, and enabling the resumption of business activities as quickly as possible. The goal of business continuity management is to ensure that important business processes are only interrupted temporarily or not interrupted at all, even in critical situations, and to ensure the economic existence of the organization even after incurring serious damage.”
Is business continuity important enough to invest time, effort, and money into achieving it? Given that the alternative implies accepting the risk that the business will quite likely fold in a crisis, few in management would seriously argue against business continuity, but that still leaves the questions of how much to invest, and how to invest wisely. These are strategic issues: business continuity is a strategic concern.
As an emergency manager, one of the easiest questions to answer is: Why do we do what we do? Thoughts of preventing loss of life and protecting property for our families, neighbors and all members of our community and nation quickly spring to mind. A frequent follow-on question can be more complex: That sounds important, how do you make sure you get it done right?
As we answer this next question, we may recall the problems we solved: the time we found a flaw in our response plan that we quickly fixed, or the moments in the Emergency Operations Center when we relied on our team and our training to make the right decisions. Indeed, it is our ability to problem-solve effectively that keeps emergency management so dynamic. Whether we work in preparedness, mitigation, response or recovery, as we identify solutions to address the worst-of-the-worst that could happen (or has happened) to our communities, we act as agents of dynamic change.
This dynamism goes all the way to our core, as even our foundational structure and methodology have evolved significantly since the turn of the century. In recent years we have redefined our relationship with homeland security; we have learned our place under one National Incident Management System; the list could go on. This ongoing evolution, empowered by our willingness to identify our weaknesses and strengthen them, is a core reason why our community is so strong.
(TNS) — Nearly half of all Americans — 150 million people — are threatened by possibly damaging shaking from earthquakes, scientists said Wednesday at a meeting of the Seismological Society of America.
That figure, from all 50 states and Puerto Rico, is a sharp jump from the figure in 1994, when the Federal Emergency Management Agency estimated just 75 million Americans in 39 states were at risk from earthquakes.
The authors of the study, which included the U.S. Geological Survey, said the sharp increase in exposure to quake damage was largely because of population increases in areas prone to earthquakes, particularly California, said William Leith, a coauthor and senior science advisor for earthquake and geologic hazards at the U.S. Geological Survey.
(TNS) — Using some of its strongest language to date, the Oklahoma Geological Survey said Tuesday the state's ongoing earthquake swarm is "very unlikely to represent a naturally occurring process."
The state survey said the suspected source of triggered earthquakes is the use of wastewater disposal wells that dump large amounts of water produced along with oil production.
"The observed seismicity of greatest concentration, namely in central and north-central Oklahoma, can be observed to follow the oil and gas plays characterized by large amounts of produced water," the report stated. "Seismicity rates are observed to increase after a time-delay as injection volumes increase within these plays. In north central and north-central Oklahoma, this time-delay can be weeks to a year or more."