Wednesday 23 July 2014

A Case Study in backing up data . . . .


We recently formed a relationship to manage the continuity program for a new client. At the start of the discovery phase, we had a hearty discussion about backup practices. The new client used a well-known and reputable local data backup provider but had not thoroughly fleshed out the agreement or contractual obligations with them. Though our client was very confident in the services they were receiving, after reviewing the contract we were still uncertain how the provider supported testing or recovery of the backup data.

With reservations, but in response to our urging, the client contacted their supplier and, after several weeks and many discussions with varying levels of management – leading up to the owner – he found that, while they were backing up a great deal of data, the backup files were wrong for their core processing system to start recovery. In fact, key files they would absolutely need during any recovery procedure were not getting backed up at all because they labeled them as “backup files” – not required for critical processing during usual business. The backup system was simply filtering them out. Clearly we were not concerned with business as usual!

Though our client had previously felt very sure of their recovery capabilities and had, for several years, paid a first-class disaster recovery provider to back their data up, the system had never been analyzed to recognize its clear flaws. While the provider was technically holding up their end of the contract, our client would never have been able to recover from any data loss impacting their core system. Because of a few simple questions and conversations with the back up and core process vendors, this client now has a better sense of certainty with evidence to prove his recovery capabilities!

See more at: www.diyturnkeycontinuity.com

Thursday 17 July 2014

How Excellent Companies Avoid Dumb Things – 12 Principles

I just finished an excellent book on driving change in business: Neil Smith’s “How Excellent Companies Avoid Dumb Things”

Here’s the 12 principles that cut through the barriers:

  • The CEO must personally lead and support and change process carried out across the entire organization and a majority of senior management must also support it. 
  • The entire organization must be engaged in the change process. 
  • The project must be guided by “stars” who are willing to change the status quo.
  • There must be no up-front targets for the company as a whole or the individual departments within it. 
  • Those who will implement the idea must own the idea. It must be easy to put ideas into the change process but hard to remove them. 
  • Consideration of ideas must be based on facts and analysis, not opinion.
  • Consensus must be built.
  • There must be a focus on increasing revenue, not just reducing expenses. 
  • The change process must not disrupt normal business. 
  • Implementation must be nothing less than 100 percent. 
  • The change process must be about culture change, not just a completed project. 
Smith is right, constructive change that you want to see in your business is going to begin at the top and must be measured and deliberate. Don’t mistake success for luck. It’s not going to come easy! See more at:
www.diyturnkeycontinuity.com