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- Have management communicated that disaster recovery is not a tactical IT project but as a strategic IT asset.
- Create a disaster recovery and business continuity process that is integrated into the organization
- Allocate costs associated with the disaster recovery business continuity plan as part of the base overhead so that costs are distributed across the entire organization
- Treat disaster recovery and business continuity as "mission critical" for cost and staff allocations
- Establish metrics for the process and timing of recovery events
- Test the plans at least once every six months or whenever there is major enhancement to the enterprise's computing or operational infrastructure
- Monitor how other enterprises and your competitors are faring after and event occurs
- Quarterly review you media communication protocol for who says what when to whom when an event occurs
- Pool your assets and personnel to provide resilience capabilities for interconnected systems or collaborative technologies such as payments or check processing.
- Test the back-ups (at least quarterly) so that what is taken is what is needed for recovery and that it meets your recovery performance metrics.
ISO 28000 Supply Chain DR/BC planning
DRP Template and Security Manuual Template
ISO 28000:2007 is necessary for support of an organization implementing and managing a Supply Chain Security Management System (SCSMS)
The International Standard (ISO 28000) specifies the requirements for a DR/BC plan for a security management system, including those aspects critical to the security assurance of the supply chain. Security management is linked to many other aspects of business management. Aspects include all activities controlled or influenced by organizations that impact on supply chain security. These other aspects should be considered directly, where and when they have an impact on security management, including transporting goods along the supply chain.
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- ISO 28000 Supply Chain DR/BC planning
Disaster Planning Business Continuity fails after cyberattack
Disaster Planning Business Continuity fails - cyberattack forces company to close its doors
An Arkansas-based telemarketing closed its doors before a holiday due to a cyberattack. Over 300 employees were let go and told to find new jobs. The primary casuse was that business continuity and diaster recovery efforts didn't go according to plan following a ransomware attack that took plas two months earlier.
Employees of the firm were notified of the decision just two days before a holiday, via a postal letter sent by the company's CEO.
Local media reported, employees had no idea the company had even suffered a ransomware attack, and the layoffs were unexpected, catching many off guard.
Approximately two months ago the company's servers were attacked by malicious software that basically held them hostage. When the ransom was paid to get our systems back up and running, business continuity plan was not able to get them backup and running.
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- Disaster Planning Business Continuity fails after cyberattack
Cure for Business Growing Pains - Hire the right people
Best Practices for Recruiting and Hiring
A growing business is a successful business, but it comes with its own set of complications. Growing pains can arise from new employees, added roles and responsibilities, and a premium on office space.
onder for a moment the last person you hired. After you selected them, did they work out as intended? Or did they turn into somebody totally unlike what you thought when you interviewed them?
The most important aspect of any business is recruiting, selecting, and retaining top people. Research shows those organizations that spend more time recruiting high-caliber people earn 22% higher return to shareholders than their industry peers. However, most employers do a miserable job selecting people. Many companies rely on outdated and ineffective interviewing and hiring techniques. This critical responsibility sometimes gets the least emphasis.
- Cure for Business Growing Pains - Hire the right people
Chief Data Officer plays a key role in Disaster Recovery Planning
Chief Data Officer establishes the framework for Disaster Recovery and Business Continuity Planning
CDO is responsible for the adoption and operation of data across the entire business. As with most senior executive titles, the responsibilities are set by the organization's board of directors or other authority, depending on the organization's legal structure. The CDO is responsible for user data experiences across the entire enterprise and its operations.
For the CDO, data assets are the focal point for standardization within the enterprise. As such, it is extremely important to the enterprise's current and future business operations. The Chief Data Officer (CDO) ensures the continued success of these areas while simultaneously minimizing costs and maximizing equipment and employee performance.
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- Chief Data Officer plays a key role in Disaster Recovery Planning
Disaster Recovery Best Practices
CIOs and management executives say they have disaster recovery and business continuity under control
Best Practices - Top 10 - Janco has found that successful organization typically follow or have implemented these 10 best practices.
- Disaster Recovery Best Practices
