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Volume 27, Issue 4

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August 21, 2013

Four key questions in disaster recovery planning

The fear that business services – or indeed the business itself – might not be recoverable after a disaster-level event results in many sleepless nights for CIOs across the world. But it doesn’t need to be that way.

Disaster recovery planning, a subset of business continuity, comprises the process, policies and procedures required for the recovery or continuation of technology infrastructure after a disaster-level event. 

Disasters come in multiple forms and may be highly unpredictable in nature, but the effect they have on your business can be calculated and mitigated against through robust preparation and testing.

...

http://www.computerweekly.com/opinion/Four-key-questions-in-disaster-recovery-planning

Part one of a two-part series

Crisis: Any situation that is threatening or could threaten to harm people or property, seriously interrupt business, significantly damage reputation and/or negatively impact the bottom line.

Every organization is vulnerable to crises. The days of playing ostrich are gone. You can play, but your stakeholders will not be understanding or forgiving because they've watched what happened with Fukushima, Penn State/Sandusky, BP/Deepwater and Wikileaks.

If you don't prepare, you will incur more damage. When I look at existing crisis management-related plans while conducting a vulnerability audit (the first step in crisis preparedness), what I often find is a failure to address the many communications issues related to crisis/disaster response. Organizational leadership does not understand that, without adequate internal and external communications, using the best-possible channels to reach each stakeholder group:

- See more at: http://blog.missionmode.com/blog/the-10-steps-of-crisis-communications.html#sthash.1PpM1F2j.dpuf

Part one of a two-part series

Crisis: Any situation that is threatening or could threaten to harm people or property, seriously interrupt business, significantly damage reputation and/or negatively impact the bottom line.

Every organization is vulnerable to crises. The days of playing ostrich are gone. You can play, but your stakeholders will not be understanding or forgiving because they've watched what happened with Fukushima, Penn State/Sandusky, BP/Deepwater and Wikileaks.

If you don't prepare, you will incur more damage. When I look at existing crisis management-related plans while conducting a vulnerability audit (the first step in crisis preparedness), what I often find is a failure to address the many communications issues related to crisis/disaster response. Organizational leadership does not understand that, without adequate internal and external communications, using the best-possible channels to reach each stakeholder group:

- See more at: http://blog.missionmode.com/blog/the-10-steps-of-crisis-communications.html#sthash.1PpM1F2j.dpuf