Dr. Steve Goldman
- Organizations and agencies are finding the value of resiliency not only as preparation for crises, but as added value in short- and long-term operations. Conducted properly, every training session, every drill, every exercise – and of course the inevitable real event – yields better understanding of how the company works. It creates better teamwork in all aspects of company operations. Perceptive senior executives understand and value this.
- Resiliency is no longer an organizational outsider; it is becoming mainstream. In addition to full time employee (FTE) disaster recovery professionals, companies/agencies are staffing FTE business continuity experts/specialists, including teams. As more companies become enlightened to the value of resiliency, the job market should continue to expand in the next 5 to 10 years. This means career opportunities and options should increase dramatically. I also predict resiliency will eventually enter the C-Suite, as companies recognize the value of executives who have a unique understanding of company/agency operations coupled with the management skills to lead and unite a diverse organization in time of crisis.
Vanessa Vaughn Mathews
I see transportation and manufacturing sectors as an area of focus for risk and resiliency. International trade, challenges with recruiting and retaining millennial talent in these roles, and the transition of baby boomers all effect the operational capabilities of an organization. As leaders in managing risk, I believe we need to provide further support and recommendations for solutions.
In the next 5 years, we will see continuity overtaken by resilience. There will be an increased push to manage operational risk effectively, since doing so has a substantial impact on corporate resilience. Continuity means you can recover or continue critical operations with a bit of effort (generally). Resilience means you just keep running. This is where the industry is headed, because the speed of business in still increasing and it’s not going to slow down in the foreseeable future. AI and quantum computing are going to rocket the speed of business to dizzying heights. Those businesses whose operations are not built for resilience will continue to lose market share. Speed is also driving digital risks higher meaning disruptions may be more likely or have greater impact. Resilience is the only answer.
Preparing for this transformation means automation will be required in four primary areas for our profession. First it needs to be applied to plans, incident response, crisis and risk management. Secondly, It must be so intuitive that every user can access the information they need in moments with very little effort. Third, systems, networks and applications must NEVER go down. Last, all other types of impacts must be resolvable in seconds through automation and redundancy.
Yes, it is going to be very expensive. Yet, it is really no different than the evolution of acceptable down time following a disaster. Initially it was a week, and then it was 72 hours, then 48 hours, then 24 hours and it’s now moving quickly to an hour for even the SMBs. In the next 5 to 10 years we will see this move to minutes, then seconds and then to zero. It will happen faster than most of us are ready for. This is where using AI to predict impacts and automatically manipulate operations accordingly will be the solution preferred by a majority of practitioners in 2030.
I see risks becoming more complex in the years ahead. The impact of natural events will be amplified by the effects of climate change, increased urbanization, and aging populations in the developed world. We will face larger populations dealing with food and water insecurity that will challenge their resilience and which may drive migration flows. And, just as these threats expand, we are witnessing the rise of nationalism in many countries. This may reduce their willingness to engage in mitigation, response, and recovery beyond their borders.
On the positive side, I predict that the pressure of these growing threats will drive increased integration across the different disciplines of resilience. Traditionally, psychology, materials engineering/urban planning/architecture, and environmental science have largely been separate areas of inquiry. Community resilience, however, depends upon all three and I think that we will see greater collaboration across the disciplines, as well as across public, private, and non-profit sectors, to address more complex challenges.
- Organizations will have more options to use their backup software to detect and prevent ransomware before it detonates. The key is for organizations to select a backup software offering that includes cybersecurity software as part of its offering. This technology can help detect ransomware during the backup (and before it detonates.) If it fails to detect it then, it can ensure companies have a viable backup that they can use to recover without have to pay any ransomware fees.
- Companies will have more on-demand, cloud-based, backup-as-a-service (BaaS) offerings from which to choose. Rather than buying backup software, hardware to host it and storing backup data on-premises, simply subscribe to a backup service running in the cloud. Companies may now obtain get enterprise-caliber, on-demand, cloud-based backup services in the same way they obtain on-demand compute and storage services. Using these services, they can protect their on-premises data, get it in the cloud, and better position their company for a disaster recovery using available on-demand cloud services.
- Stop troubleshooting your backup problems and let your backup software do it for you. If you still spend time tracking down the root cause of why your backups fails, look to use backup software that diagnoses it for you. An increasing number of enterprise backup software providers include predictive analytics software as part of their offering. This software analyzes the alerts, failures, and warnings generated by backup jobs, analyzes them, and makes recommendations on how to best proceed.