Risky Business: How Technology Can Help You Manage Risk

We’ve been talking a lot here at ThinkGig about business continuity/disaster recovery (BC/DR). We’ve covered how to create a BC/DR strategy and real-life examples of BC/DR in action. Today, we will cover the technology considerations that come into play when managing risk. Again, we turned to our own BC/DR expert, Mike Cybyske. Mike is a crisis manager at Qwest and is responsible for overseeing our corporate Crisis Management Team.

If you missed our previous BC/DR posts, be sure to check these out:

What kind of role does technology play in managing risk and your BC/DR program?

Technology has helped a great deal with minimizing and sometimes eliminating risks. For example, today’s call center platforms can manage customer call volumes and redirect calls to different centers when one office becomes overwhelmed. This same technology can also be utilized in the event one site is impacted by a disaster.

Similar technologies are also available that provide uninterrupted access to data, applications and web sites even if access to the primary servers is lost. In addition, many of today’s network technologies are designed to automatically re-route voice and data traffic when necessary to prevent disruptions.

How have social networking and mobile technology influenced your crisis management role?

Mobile technology and social networking provide additional ways to communicate with employees and customers, which is critical to maintaining communications during a disaster to disseminate critical information.

How have you used technology to support your BC/DR strategies? Has it helped or hurt your efforts to reduce risk?

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  1. Intel IT has standardized on mobile business PCs, with over 80% of our 80k worldwide employees using them. We’ve found mobile PCs to be a key element of our BC/DR strategy. The fact our employees have mobile PC’s has allowed us to keep our business running over several challenging situations.

  2. Gregg Jacobsen, MBA, CBCP

    Technology is nice to have for supporting many business continuity elements, but it is not THE answer to many of the most dire of threats to the enterprise. A great many industries require capital equipment to manufacture products and/or perform tasks vital to the revenue stream. For them, only viable solution is bifurcating manufacturing operations, i./e. build a second plant sufficiently distant from the first that can at least continue delivering some products to sustain cash flow and minimize loss of customer confidence and market share. This can take months to a few years, depending upon scale and the outlook for market growth. So, recovery strategy and long-term corporate marketing strategy are paragraphs on the same page. And mobile technology and social networking aren’t going to contribute much to that.