How do we convince upper management to fund disaster recovery? Getting the executive team on your side is a foundational step toward developing and implementing a sound DR plan. Like most things in life, I think communications is key — both what you say and how you say it.
“If you’re not paranoid, you’re not paying attention.” It’s an old joke, but one that rings true as I finish my presentation for this Wednesday’s online webinar with The Disaster Recovery Journal. Here are just three of the danger signals from the 2014 Annual Report on the State of Disaster Recovery Preparedness that I’ll describe during the webinar.
One of the most important lessons from the 2014 Annual Report on the State of Disaster Recovery Preparedness from the Disaster Recovery Preparedness Council involves a commitment to taking action—and not accepting the status quo. Based on hundreds of responses from organizations worldwide, the Annual Report offers a few key suggestions for implementing DR best practices so that companies can be much better prepared to recover from outages or disasters.
Building a DR plan with detailed objectives and then following through by testing those objectives with planned failures enables an organization to practice their Disaster Recovery Plan and make refinements to improve it. These organizations not only scored well in our benchmark survey, they achieve true confidence in their DR preparedness.
The Disaster Recovery Preparedness (DRP) Council announced today findings from its 2014 annual benchmark study which show that 73% of respondent organizations worldwide are not taking adequate steps to protect their data and IT systems. According to participants, poor planning, testing and technological deficiencies have led to more than $5M worth of critical applications failure, data center outages and data loss.