Disasters are unpredictable and in most cases unavoidable and that’s obvious. Like in the same way you take preventive measures to protect your sweet home from both foreseeable and unexpected disasters in the future, its paramount to have 20/20 foresight regarding business continuity when your enterprise experiences an unfortunate or disastrous event.
Although, there is always a Disaster Recovery (DR) plan on hand, many IT managers put it on a back burner, thinking that that are saving some costs to their enterprise. But in practical there are plenty of reasons not to cut costs when you’re implementing a disaster recovery program, and here’s an article where we’ll address what an enterprise IT manager should know about synchronizing DR and business requirements.
The foremost issue to wield out will be what all is at risk? Basically, when an enterprise starts to show resistance to disaster recovery; it is putting business operations, customers, production, equipment, and revenue at risk. To be specific, due to this approach, many companies have fallen into a pit of dust, from which they couldn’t recover in time and eventually lost revenues and stakeholders.
According to Steve Goldman, President of Steve Goldman Associates-a Crisis Management and DR Consultancy; nowadays, companies cannot be down for more than multiple seconds, otherwise they start losing revenue and customers.
Therefore, the key DR component a company needs to have in place at all times is a strategy. The foremost thing is to focus on critical business functions, which should include recovery time objectives, process exercises and a communication plan within IT for talking to stakeholders. The DR plan must be up-to-date and must be well maintained as if it were also in production. Also placing the emphasis on specific processes and mission critical systems is also a must.
If you were to choose a critical DR procedure that the experts could agree on, then it will surely be testing. Without a proper testing plan, your business could fail to unfold in those critical moments which can lead to an irrevocable business shut down.
Moreover, a lot of business continuity and DR plans can sound good on paper, but they don’t work during a disaster. Therefore, most IT heads opt for quarterly test plans, while most of them out of those, do not do it in practical which is a different story. So, switching off the production and going for DR once every three months and running the DR environment as production for a full week before switching back, will ultimately work in the company’s favor.
An IT manager must understand that they can’t assume that only systems or facilities will go down in a disastrous event. Rather, they must consider how an enterprise can operate in a bare-bones capacity. In order to attain it, you need to get back online, communicate with your colocation service provider and then pass on the information efficiently within your organization.
And remember, in the end, the worst thing you can do is not say anything about the disaster.