Business Continuity? It’s in Our DNA, Right?
How many times have you heard business people talk about their DNA – meaning their business culture or something similar?
September 20, 2017
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How many times have you heard business people talk about their DNA – meaning their business culture or something similar?
What’s the difference between a risk, a threat, and a vulnerability? This is worth knowing, because if you can spot the risks in your enterprise and mitigate or eliminate them, you might not have to worry about associated threats.
As a business continuity manager, you are likely to be involved in getting your colleagues to take business continuity seriously and ensure that their own departments will continue to function even in adverse conditions.
It’s always good to show how business continuity can be a net profit generator or produce other positive and measurable advantages.
Sounds obvious? When you’re knee deep in metrics, reports, and audits, it’s not always easy to remember that without people doing their jobs, nearly every organisation will rapidly cease to function.
It almost seems that there are as many definitions of the “blended attack” in IT security, as there are experts willing to give them.
Ideally, business continuity means no discontinuity.
Once upon a time, IT security was all about building the highest wall possible to keep attackers out and corporate users and systems safe.
In theory, IT should be a boon for business continuity. Speed, reliability, automation, efficiency, productivity, all these things are positive effects available by moving to a digital environment driven by information technology.
Risk assessment is already a vast subject and the pitfalls of risk assessment alone would probably fill a good-sized book.
Politics in career progression, in investments, in enterprise projects – but in business continuity as well?
People, products, processes, and partners are the four “P”s of IT service design in a lifecycle model for IT services, but is there something missing?
To stay healthy, should you get your jabs or eat your vegetables?
Back in 2004 at the RSA Security Conference, Bill Gates was campaigning for the replacement of the password by two-factor authentication or some other secure mechanism.
Don’t get us wrong, simply telling somebody how wonderful he or she is unlikely to guarantee business continuity!
Talk about the long arm of the law!
In business continuity management, should you start with what you want or with what you have?
The case of Code Spaces still echoes in cyberspace.
Did you know that car manufacturers tend to choose the letters for their car model references according to the type of buyer they want to attract?
Tougher to do, and with tougher consequences if you get it wrong: these are the two big trends in IT risk management today.
Ah yes, agile, that buzzword that is being borrowed by so many parts of businesses! The word itself is full of promise, suggesting all kinds of good things, like flexibility, nimbleness, and adaptability.
We’d be straining your patience if we didn’t explain the title of this blog right away. ITSM?
Jargon crops up everywhere, and business continuity is no exception. RTO, RPO, BIA, and others are often sprinkled liberally into conversations, plans, and reports.
Attack sophistication is growing. 20 years ago, social engineering had already made inroads and automated attacks were on the rise, with denial-of-service, browser executable attacks, and techniques for uncovering vulnerabilities in the binary code of applications.
Every so often it’s good to shake things up. Sometimes the simple act of asking questions about what we do in business continuity and why we do it can give us a fresh point of view and point out areas for improvement.
Governments often make legal requirements about things that could damage people’s health, whether in a physical, financial, or possibly other sense.
The cliché of “change is the only constant” is true for most enterprises. Customers, business analysts, and employees all expect some sort of evolution, even if it is with varying degrees of enthusiasm.
If confidential information didn’t exist, you wouldn’t have to worry about data breaches.
Now that so many people and enterprises have rushed headlong into mobile, cloud, or both, it’s time to take a step back and consider your security posture relating to these two items.
What does a perfect storm make you think of – natural catastrophes, perhaps, like the one portrayed in the film “The Perfect Storm”, the risks confronting the Korean economy, or simply a situation you would rather avoid in the interests of business continuity?
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As an executive in any business, it is understandable that you want to ensure it is 100% safe, because your business is only as strong as its weakest link.
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