09
Aug 17

Continuity Central – To BIA or not to BIA is not the question…

Continuity Central recently conducted a survey to seek the views of business continuity professionals on whether it is feasible to omit the business impact analysis (BIA) from the BC process. Mel Gosling, FBCI, explains why he believes this is the wrong question to ask…

The Big Picture

It’s always useful to step back and see the big picture, and with the question of ‘To BIA or not to BIA?’ this bigger picture is that the BIA is an integral part the business continuity management (BCM) process specified in ISO 22301 and promoted by business continuity professional associations such as the BCI in its Good Practice Guidelines. Rather than looking closely at the detailed question, we should look at the bigger picture and ask ourselves whether or not we should use this specific BCM process at all.

More of the Continuity Central article


04
Aug 17

CIO Insight – A Practical Alternative to Two-Speed IT (Part 2)

In part one of this series, we explored a pair of competing requests many modern IT leaders receive from their stakeholders:

We investigated one “buzzwordy” solution—two-speed IT—and how implementing this solution often creates more problems than it solves. We proposed an alternate five-step framework for handling these requests. In steps one and two of this framework, we revealed how the above two competing requests are old problems, best solved with an old, proven solution—and not buzzwords.

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In part two of this series, we will walk you through the remaining steps in our practical framework and lead you down a path toward implementing this proven solution: the technology lifecycle.

Step 3: Think technology lifecycle, not “innovation” vs. “operations.”

To better understand why the good-on-paper “two-speed IT” approach often produces problems when implemented in the real world, look at Gartner’s two speeds (or modes) in which they shoehorn all technology systems and services:

Mode 1: Development projects related to core system maintenance, stability or efficiency. These require highly specialized programmers and traditional, slow-moving development cycles. There is little need for business involvement.

Mode 2: Development projects that help innovate or differentiate the business. These require a high degree of business involvement, fast turnaround and frequent updates. Mode 2 requires a rapid path (or IT fast lane) to transform business ideas into applications.

More of the CIO Insight post from Lee Reese


03
Aug 17

CIO Insight – Two-Speed IT: Juggling Competing Agendas (Part 1)

How can IT leaders juggle seemingly competing agendas: to meet the business’ demands for increased innovation, while cutting costs and slashing budgets?

With the ever-increasing interest in technology solutions, IT’s stakeholders are giving them two competing demands:
1. Produce new innovative, strategic technology-based capabilities.
2. Do so with reduced resources.

How can IT leaders step up to the plate and juggle these seemingly competing agendas: to meet the business’ demands for increased innovation, including new digital systems and services, all while cutting costs and slashing budgets?

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One popular solution has emerged within IT thought leadership. Often called “two-speed IT,” this idea proposes that the IT organization does not attempt to resolve the tension between these two ideas. Instead, IT lumps all of its technology into one of two broad buckets: operational technology and innovative technology. Do this, and operations won’t slow down innovation, and expensive innovation investments won’t inflate operations’ budgets.

More of the CIO Insight post from Lee Reese


01
Aug 17

HBR – Research: Being in a Group Makes Us Less Likely to Fact-Check

Since the 2016 U.S. Presidential election, concerns over the circulation of “fake” news and other unverified digital content have intensified. As people have grown to rely on social media as a news source, there has been considerable debate about its role in aiding the spread of misinformation. Much recent attention has centered around putting fact-checking filters in place, as false claims often persist in the public consciousness even after they are corrected.

We set out to test how the context in which we process information affects our willingness to verify ambiguous claims. Results across eight experiments reveal that people fact-check less often when they evaluate statements in a collective setting (e.g., in a group or on social media) than when they do so alone. Simply perceiving that others are present appeared to reduce participants’ vigilance when processing information, resulting in lower levels of fact-checking.

Our experiments surveyed over 2,200 U.S. adults via Amazon Mechanical Turk. The general paradigm went as follows: As part of a study about “modes of communication on the internet,” respondents logged onto a simulated website and evaluated a series of statements.

More of the Harvard Business Review article from Rachel Meng, Youjung Jun, and Gita V. Johar


27
Jul 17

SearchDataCenter – Distributed data centers boost resiliency, but IT hurdles remain

Distributed data center architectures increase IT resiliency compared to traditional single-site models, with networking, data integrity and other factors all playing critical roles.

Architectures that span distributed data centers can reduce the risk of outages, but enterprises still must take necessary steps to ensure IT resiliency.

Major data center outages continue to affect organizations and users worldwide, most recently and prominently at Verizon, Amazon Web Services, Delta and United Airlines. Whether it’s an airline or cloud provider that suffers a technical breakdown, its bottom line and reputation can suffer.

More of the SearchDataCenter article from Tim Culverhouse


26
Jul 17

ZDNet – Overspending in the cloud: lessons learned

One of the reasons virtualization (the precursor to cloud computing) gained popularity in the early 2000s is that companies had too many servers running at low utilization. The prevailing wisdom was that every box needed a backup and under-utilization was better than maxing out compute capacity and risking overload.

The vast amounts of energy and money wasted on maintaining all this hardware finally led businesses to datacenter consolidation via virtual machines, and those virtual machines began migrating off-premises to various clouds.

The problem is, old habits die hard. And the same kinds of server sprawl that plagued physical datacenters 15 years ago are now appearing in cloud deployments, too.

More of the ZDNet article from Michael Steinhart


25
Jul 17

IT Business Edge – AMD and Intel Declare War on the Data Center: Why This Is a Good Thing

This month, anything that doesn’t have me looking up to see if North Korea has lobbed a missile at the West Coast is a positive event. But this week, Intel responded to AMD’s Epyc launch with an epic launch of its own: the Purley version of its Xeon processor architecture. It clearly has come to play hard ball. Years ago, because things tended to be more generic, the processor played a far bigger role in servers and workstations. Today, a server can rely more heavily on the GPU than the CPU, can bottleneck on memory, storage, or internal transport rather than the processor more often, and just as often, must be purpose-built for whatever task it is being positioned in.

More of the IT Business Edge post from Rob Enderle


24
Jul 17

CIO Insight – Digital Transformation Is in Chaos

Digital transformation has stalled due to a misalignment between its definition and meaning, delayed ROI, complexity and resistance to new ways of working.

A new survey finds a “widespread stall” in digital transformation efforts, suggesting that its leadership is in crisis. Half of senior executives polled said their company is not successfully executing 50 percent of its strategies, according to the new report from Wipro Digital, “A Crisis in Digital Transformation.” While most executives believe the company is clear on the definition of digital transformation, an obstacle to success is the lack of alignment on what exactly digital transformation means. “Digital transformation efforts are coming up short on intended ROI, in part because digital transformation is as much a leadership issue as it is a strategy, technology, culture and talent issue,” said Rajan Kohli, senior vice president and global head, Wipro Digital.

More of the CIO Insight slideshow from Karen Frenkel


21
Jul 17

CIO Insight – Two-Speed IT: Juggling Competing Agendas

With the ever-increasing interest in technology solutions, IT’s stakeholders are giving them two competing demands:
1. Produce new innovative, strategic technology-based capabilities.
2. Do so with reduced resources.

How can IT leaders step up to the plate and juggle these seemingly competing agendas: to meet the business’ demands for increased innovation, including new digital systems and services, all while cutting costs and slashing budgets?

One popular solution has emerged within IT thought leadership. Often called “two-speed IT,” this idea proposes that the IT organization does not attempt to resolve the tension between these two ideas. Instead, IT lumps all of its technology into one of two broad buckets: operational technology and innovative technology. Do this, and operations won’t slow down innovation, and expensive innovation investments won’t inflate operations’ budgets.

More of the CIO Insight article from Lee Reese


20
Jul 17

HBR – The Board Directors You Need for a Digital Transformation

When the term digital transformation was first bandied about by consultants and business publications, its implications were more about keeping up and catching up than true transformation. Additionally, at first it was only applied to large, traditional organizations struggling, or experimenting, in an increasingly digital economy. But true digital transformation requires so much more. As evidenced by the recent Amazon acquisition of Whole Foods, we’re living in a new world.

Early transformation efforts were focused on initiatives: e-commerce, sensors/internet of things, applications, client and customer experience, and so on. Increasingly, our clients are coming to us as they realize that in order for these disparate initiatives to thrive, they need to undergo an end-to-end transformation, the success of which demands dramatic operational, structural, and cultural shifts.

More of the HBR post from Tuck Rickards and Rhys Grossman