Disaster Recovery Journal Fall 2024

REGISTER TODAY! www.drj.com/fall2024

Fall 2024 u Volume 37, Number 3

How AI Can Help Improve Disaster Recovery in the Cloud

INSIDE ... Harnessing Your Business Continuity Plan for AI Integration ‘I Can’t Talk Now, I’m on a Zoom Call’ Weathering the Storm: Building Resilience Amid Climate Change Disruptions DR Services Directory

Don’t Miss An Issue u Subscribe Today! u www.drj.com/#sign-up

Small-Medium Business Integrated Toolkit BIA Surveys, Dashbaords BC/DR Plan Templates 350+ Reports Low Cost

Global Enterprises Unlimited User Access Asset Geo-tagging Flexible, Customazible Integrated Workflow Voice, SMS Notification

www.eZPlan

(888) 480-3277

Platform for Building a Resilient Enterprise

• Cloud hosted • Secure Solution • Scalable • Product support • FREE upgrades

BIA, Plan Templates Gap Analysis Reports Exercise Management Role-Based Access Management Dashboards Management Consultants

powered by

nner.net

Info@eZPlanner.net

Disaster Recovery Journal 1862 Old Lemay Ferry, Arnold, MO 63010 (636) 282-5800; Fax: (636) 282-5802

Internet: www.drj.com E-mail: drj@drj.com EXECUTIVE PUBLISHER Bob Arnold bob@drj.com EDITOR IN CHIEF Jon Seals jon@drj.com PRESIDENT Bob Arnold bob@drj.com DIRECTOR OF EVENTS Lesley Vinyard lesley@drj.com REGISTRATION MANAGER Rose Chotrow rose@drj.com SENIOR WEB DESIGNER

TABLE OF CONTENTS

COVER How AI Can Help Improve Disaster

Amy Faulkner amy@drj.com EVENT MARKETING Sonal Patel sonal@drj.com

Recovery in the Cloud By PAVEL DANILOV & MARK JAMESON 8

EXECUTIVE COUNCIL Dan Bailey, Jeff Dato, John Jackson, Peter Laz, Margaret Millett, Frank Perlmutter, Ann Pickren, Steve Piggott, Tracey Rice, Randy Till, Damian Walch, Belinda Wilson EDITORIAL ADVISORY BOARD Erick Anez, Robbie Atabaigi, Rich Cocchiara, David Halford, John Hill, Ray Holloman, Colleen Huber, Cary Jasgur, Lisa Jones, Melanie Lucht, Melissa Muñiz, Melissa Owings, Nicole Scott, Paul Striedl + (51) 1 436 6456 fijo Perú + 1 (786) 600 1864 USA ruth.rocha@drjenespanol.com www.drjenespanol.com ASIA Business Continuity Planning Asia Pte Ltd (BCP Asia) Henry Ee 1 Commonwealth Lane #08-27 One Commonwealth Singapore 149544 Phone: (65) 6325 2080 Fax: (65) 6223 5363 General: enquiry@bcpasia.com Events: conference@bcpasia.com Direct: henry@bcpasia.com www.bcpasia.com UNITED ARAB EMIRATES Continuity and Resilience A Division of CORE MANAGEMENT CONSULTING Dhiraj Lal , Executive Director P. O. Box 127557, Abu Dhabi, United Arab Emirates ( +971 2 8152831 | 7 +971 2 8152888 dhiraj@continuityandresilience.com www.continuityandresilience.com SOUTH AMERICA DRJ en Espanol Ruth Rocha , Directora Comercial

12

30 Career Spotlight: Jamie Goodloe By MELISSA MUÑIZ

Harnessing Your Business Continuity Plan for AI Integration: A Strategic and Practical Roadmap By ERIK BORGEN

32 Leveraging and Safeguarding Your Manufacturing Website By KATIE BRENNEMAN

18

‘I Can’t Talk Now, I’m on a Zoom Call’ By TSVETELINA HINOVA

34 Set Realistic Expectations When

22 Weathering the Storm: Building Resilience Amid Climate Change Disruptions By STEVE GREENSTEIN

Selecting a VMware vSphere Alternative By JEROME WENDT

41

DR Services Directory

26 Strategizing Business Resilience: Leveraging Weather Intelligence for Extreme Heat and Wildfire Risk Mitigation By STACI SAINT-PREUX

DISASTER RECOVERY JOURNAL is copyrighted 1987-2024, by Systems Support, Inc., all rights reserved. DISASTER RECOVERY JOURNAL is a registered trademark of Systems Support, Inc. Reproduction in whole or part is prohibited without expressed written permission. Articles submitted by readers do not represent the views or opinions of DISASTER RECOVERY JOURNAL and are published for their informational content only.

DISASTER RECOVERY JOURNAL | FALL 2024 5

FROM THE PRESIDENT’S DESK

Balancing Duty of Care in the Remote Work Era T he way we work has changed dramati cally, with remote work becoming the norm for many employees. While this shift has brought flexibility and convenience, it has also complicated the concept of duty of care,

BOB ARNOLD, MBCI Hon.

need to understand and address the safety concerns that come with these diverse work environments. Increased Risks in a Remote Work World With more employees working from various locations and the rise in natural disasters, the over all risk to organizations has increased. The more spread out the workforce, the harder it is to ensure everyone’s safety. Additionally, keeping communi cation and coordination seamless during emergen cies becomes more challenging. To manage these risks, companies should: 1. Assess risks thoroughly : Understand the specific challenges of remote work, including the safety of home offices and the risks associated with other remote locations. 2. Set clear guidelines : Create clear policies that outline the responsibilities of both employers and employees, including how to report safety concerns and what to do in emergencies. 3. Provide training and support : Offer training on safe remote work practices, mental health resources, and guidance on disaster preparedness for remote workers. 4. Leverage technology : Use tools that help keep track of remote workers’ safety, facilitate real time communication, and send out emergency notifications when needed. 5. Regularly update plans : The remote work environment is always changing, so it’s essential to regularly review and adapt risk management strategies to keep up with new challenges. Conclusion Remote work has changed the landscape of duty of care, making it more complex but no less impor tant. Employers must take a proactive approach to protect their remote workers, ensuring they are safe, supported, and prepared for any risks they might face, no matter where they work. By staying flex ible and adapting to these new challenges, organiza tions can fulfill their duty of care and create a safer, more resilient workforce.

which is the responsibility of employers to ensure the safety and well-being of their employees. When employees work from home or other remote loca tions, the lines of this responsibility can become blurry. This raises important questions: How can we better protect our remote workers? Does an employer’s responsibility change if an employee works from home instead of in a traditional office? How does the increased risk from natural disasters play into this? Understanding Duty of Care in Remote Work Duty of care means employers must provide a safe working environment, whether that’s in an office or at home. Traditionally, this was straight forward; employers had control over the office environment and could ensure it met health and safety standards. But with employees now working from home or other remote locations, the situation becomes more complicated. Employers still have a responsibility to ensure remote workspaces are safe, but they have less con trol over these environments. This means organi zations need to be proactive in helping employees set up safe home offices and provide the necessary resources and support. Liability: Home vs. Office Liability doesn’t vanish just because an employee is working from home. If an employee is injured while working remotely, the employer could still be held responsible, especially if they didn’t take steps to help the employee create a safe workspace. This could include providing ergonomic equipment, conducting risk assessments, or offering training on safe remote work practices. Remote work can take place anywhere – from home offices to cafes or even different countries. Each location brings its own risks, and employers

PRESIDENT bob@drj.com

6 DISASTER RECOVERY JOURNAL | FALL 2024

Above and beyond

It’s time for a renaissance in resilience. For organizations to effectively prepare for, respond to, and recover from increasingly severe and complex disruptions, the role of BC/DR professionals is evolving.

Learn more. Visit us at booth 404/406

Featured general session

September 9, 2024 at 9:30 am CT | Grapevine C-D

Expertise and enterprise agility

Why traditional training, tools, and thinking are changing. Join Frank Shultz and David Wagner for an engaging fireside chat exploring the pivotal transition of BC/DR knowledge workers into experts in enterprise resilience.

Frank Shultz Founder of Infinite Blue

Attendees will learn:

David Wagner President & CEO of Everbridge

• Adapting to an ever-changing threat landscape • Strategies for total enterprise resilience • The value of end-to-end solutions

Contact us at info@infiniteblue.com

infiniteblue.com

How AI Can Help Improve Disaster Recovery in the Cloud By PAVEL DANILOV & MARK JAMESON

8 DISASTER RECOVERY JOURNAL | FALL 2024

A rtificial Intelligence is the most popular business term of the year 2024. Generative AI models released in 2023 and 2024 such as ChatGPT have been demonstrating unimagin ably cool results in some applications. However, many observers have also criticized them for hallucina tions, expressed concerns over their safety, and fear of their potential negative impact on society in general. Can businesses trust the AI models to run critical processes? That is still an open question. Although AI models and products already can help you write coherent texts, e.g. this article could use some AI tools to optimize the language and phrasing, the AI model still needs an initial prompt to formulate the problem to be solved. Some programming code can already be written by AI with engineers formulating tasks in plain English and then finalizing the code to solve a specific problem. Let’s consider the impact of AI on disaster recovery (DR) as another potential area to benefit from it. DR is a critical part of the business continuity strategy of any organization and DR’s importance grows with the size and complexity of infrastruc ture as well as with regulatory require ments. At the same time, DR is not urgent or is often not considered urgent until a disaster strikes. Disasters, be it cloud out ages, cyberattacks, or misconfigurations, don’t happen very often. However, when they happen, the results could be disastrous. In Q1 2024 United Health Group (UHG), the largest health care company in the US and a processor of more than 50% of medical claims for almost one million physicians and one hundred million customers, experienced a ransomware attack that was successful for hackers and devastating for UHG. The company already reported a $872M loss in Q1 2024 and expects to almost double the number by the year-end. The UHG service was fully recovered in over 20 days, so the company was not ready for a disaster. Leveraging AI to drive DR automation can help reduce the recovery time 50-100x,

from days to hours and minutes. AI could have played an important role and could have saved hundreds of millions in the UHG case. Disaster Recovery Today The disaster recovery function and associated processes tend to be very con sumptive of technical and business labor resources. These resources are not only needed to build and manage programs and plans, but also keep them current, tested, and relevant to the organization. Technical and business leaders usually have a lot of high priority projects in the works and are not very excited about deal ing with DR programs. While most of the DR program responsibilities are delegated downward within an organization, these responsibilities often land with technical and business team members who already have a full load of job responsibilities and the DR responsibilities often get a lower priority and focus. Here is one illustrative example of a traditional DR process based on many medium-sized companies in our network.

the best technical resources are focused on this effort and other higher priority jobs and company projects basically stop or are significantly delayed. However, what if it is when a real disaster strikes, they realize the existing DR plans and scripts are out-of-date? Now the team has no choice but to scramble their valuable team resources to try and fix the issues as fast as they can to get the organization back up and running. It is when the disaster strikes that out-of-date DR plans and scripts lead to recovery time actuals (RTA) that are counted in hours and days compared to objectives set in minutes and hours. Often times, mistakes are made during the recovery process that led to bigger issues and more financial impacts for the organizations. This is when the false sense of security the technical and/or business leaders might have with their business continuity and disaster recovery capabilities are brought to light. While the results of the DR test can be handled to mitigate negative exposure upward within an organization (i.e. creating a false sense of security in the upper levels of an organization), it is these unsatisfactory results during a real disaster that are reported to management and investors. This is when the organization, and potentially even individual job security, is negatively impacted. Not to mention next year the infrastructure will likely become more complex and the company will face even bigger “DR testing” problem and risk to the organization. Can AI Help Here?

A mid-sized company has an established DR process with a set of DR plans that should be tested and updated regularly. When the time comes, the project leader assembles a team to run necessary tests. At that point, they realize the existing DR plans and scripts are out of date and don’t reflect the current state of infrastructure because they have not been kept current. Either their test fails (they have to reschedule their test and team resources) or they scramble their valuable team resources to spend time trying to fix the issues to get a successful test. Regardless of how the team chooses to handle DR testing, the organization finds itself having a squad of the best company technical and business resources working day and night to update plans and run several iterations of testing to finally achieve acceptable RTOs and other metrics. The DR testing project could last three to five weeks. During that time, all

For those responsible for DR, it would be ideal to solve the DR problem once and for all with an internal or external solution they trust and enables them to more effec tively create and manage a DR program. But can AI help them get there? The short answer is “yes,” but let’s first consider the four major areas which cause challenges with DR today:

DISASTER RECOVERY JOURNAL | FALL 2024 9

apply the resources, they are often very high paid technical resources which can be more valuable to the company elsewhere. So How Can AI Help to Improve DR Programs? The four main challenges of DR pro grams sound like an ideal problem for AI to address in improving a DR program. Today, AI can address the above-men tioned challenges throughout the DR life cycle. Starting by identifying the IT resources to be protected by the DR plan, using an AI model trained on the cloud resources data for a specific cloud platform (e.g. AWS, Azure or GCP), AI tools can under stand the map of utilized resources and define application boundaries. Based on the results, executable application-level (i.e. not just infrastructure level) DR plans and scripts are generated using AI that can be continuously and automatically tested through disaster simulations. These plans are suitable for both internal usage and external consumption to address any regu latory or audit requirements. In addition to initial discovery and application boundaries, a set of algo rithms to track changes in the resources and applications can be run to discover the changes in the infrastructure resources by identifying the new resources and expired resources, then adding to or deleting from the relevant applications and updating the DR plans and scripts. This process is con tinuously run and tested to ensure the DR plans and scripts of an organization are current and valid. How precise is this algorithm? Today, approximately 90% precision is being achieved. A customer’s technical resource involvement is still needed, but to a lesser degree. The DR process automation includes a continuous testing loop which highlights the remaining issues and helps eliminate them. Almost 100% accuracy is achievable with an accumulation of the infrastructure data across many compa nies. How does the AI model work exactly? Through cloud platform API, a set of fea tures for each cloud resource can be col

lected and then those features serve as input for the AI model. To simplify, all the resources are put into multidimen sional space and clusters of resources (i.e. resources with the closest distance to each other to define application boundaries). The Vision of AI Organizations will be better protected through the utilization of AI to address many of the challenges of DR programs today. Like any new technology, the use of AI in DR programs will grow by incorpo rating end-to-end DR process automation through the mix of deterministic algo rithms and AI models applied continu ously throughout the cloud discovery, DR plan and scripts generation, testing, and tracking changes steps of the DR lifecycle. Executable application-level DR plans and scripts generated automatically in a few clicks and constantly updated reflect ing all infrastructure changes is the new norm for DR. Additionally, DR plans being regularly tested and users getting reports on actual recovery times and recovery points, along with other metrics, for each application should be the new norm using AI. Finally, for those few areas where the AI might need some human assistance, users will get regular reports and use a co pilot to solve any remaining inconsisten cies in the recovery process. As a result of injecting AI into DR, the annual DR drill could be eliminated and replaced with a continuous DR testing routine that reduces business risks by min imizing recovery time and delivers a more assured and predictable recovery. v

 Manual steps – While modern DR tools and solutions have automated many manual tasks in the DR processes, there are still several key processes which include manual steps (plans creation, scripts creation, change management, testing, etc.). All of these manual steps, if missed or not kept current, can cause a DR plan to fail.  Comprehensive DR coverage – What an organization is protecting and to what level is often key to the success of a DR program. An organization can just be backing up their data and taking it offsite, but will allow them to achieve the RTOs set for their organization? Another example is when an organization protects their infrastructure but does not ensure the DR plan takes them beyond that and includes the recovery of the applications and getting the users of organization’s IT resources back using the systems again. The basic question is if the organization is truly protecting themselves with a DR plan that achieves the desired results the organization needs.  Change management – The biggest Achilles heel for any DR program is change and the ability of the organization to capture changes and appropriately update the DR plans and recovery scripts in a timely manner. Most companies’ cloud infrastructure is changing rapidly with product growth and business changes. When considering scale, for most medium-sized companies the infrastructure can be presented by a pool of cloud resources of a few thousand to tens of thousands. This challenge is exasperated when an organization does not have a regular and effective testing program to validate the DR plans and scripts are current, work, and effectively protect the organization as planned.  Lack of resources – Many companies, especially small or mid-sized companies, do not have the technical and business resources to properly, and in a timely manner, update the DR plans and scripts manually and regularly. The task is just too complex, cumbersome, and is very often not even their primary job responsibility. When companies do

Pavel Danilov is a co-founder at Bennudata. com and a serial tech entrepreneur. Pavel was CEO and co-founder of Fridge No More, the leading ultrafast delivery startup in NYC, and most recently served as chief

commercial officer at National Retail Solutions and HYPR. At Bennudata, he has been leading business and product development. Pavel is a proud alumnus of Stanford GSB.

Mark Jameson is a co-founder at Bennudata.com and a board advisor for UbiStor, Inc. With more than 40 years of experience in the IT industry, with the last 20 years focused on data protection and disas

ter recovery with companies like SunGard, nScaled, and Acronis, Jameson collaborates with senior leaders to bring disaster recovery solutions to market and grow adoption.

10 DISASTER RECOVERY JOURNAL | FALL 2024

Your Partner in a Crisis Identify Risks. Communicate Quickly. In One Unified Platform.

Want to hear from industry experts?

Build More Impactful Tabletop Exercises with AI-Powered Critical Event Management Sunday, September 8 at 4:00 p.m. The Rise of Generative AI: Exploring Responsible and Productive User for Resilience Practitioners Tuesday, September 10 at 10:30 a.m. Building Resilient Organizations: Strategies to Navigate Existing and Emerging Risks Monday, September 9 at 10:45 a.m.

Don’t forget to visit the OnSolve booth #405

onsolve.com

Harnessing Your Business Continuity Plan for AI Integration: A Strategic and Practical Roadmap

I

By ERIK BORGEN

s your organization struggling with implementing AI? Maybe you already have most of what you need? In the rapidly evolv ing landscape of artificial intel ligence (AI), businesses are rapidly adopting AI solutions to maintain their competitive edge. However, the rush to integrate AI often overlooks a valuable resource that can streamline the

process and mitigate risks: the business continuity plan (BCP). We may currently be in a place where many organizations feel they must suc cessfully deploy AI quickly or lose market share to competitors who do. If that is true for you, using something you already have, like a BCP, that can accelerate AI implementation may be an easier sell to the board room than anything that slows down adoption. The fact it simultaneously

anchors your deployment in a mature risk framework may be seen as a fortunate biproduct. The Untapped Potential of BCPs While not yet widely adopted when this was written, the integration of AI with BCPs and disaster recovery procedures (DRPs) represents a novel and promising approach to enhancing business resilience.

12 DISASTER RECOVERY JOURNAL | FALL 2024

DRJ Fall 2024 Meet us at Booth #408/410

You may already have much of what you need to implement AI. DRPs, a key component of BCPs, provide step by-step instructions for restoring critical business functions at an alternate site, or via DRaaS, in case of a disruption. “

How BCPs and DRPs Can Guide AI Integration 1. Process identification and prioritization : BCPs inherently identify the most critical processes for business continuity. This allows organizations to prioritize which processes to automate or enhance with AI, ensuring the most impactful areas are addressed first. 2. Risk assessment and mitigation : BCPs often include detailed risk assessments that identify vulnerabilities, regulatory risks and potential points of failure. AI can leverage this information to develop solutions to proactively mitigate these risks, enhancing the overall resilience of the organization. 3. Data-driven insights : DRPs provide a wealth of real-world data on how processes are executed, including the specific steps,

the information it needs to understand the current process and improve it from there. The alternate site used for DRP testing can serve as a safe and controlled environment for testing and refining AI models before deploying them in live operations. This minimizes the risk of disruptions and allows for iterative improvements based on real-world feedback. DR tests provide a detailed, step-by-step view of critical business processes. AI implementation teams can analyze this information to identify bottlenecks, inefficiencies, and potential areas for automation. This can lead to the development of AI solutions to streamline workflows, reduce costs, and improve overall operational efficiency. A Practical Roadmap 1. BCP and DRP assessment: u Thoroughly review your existing BCP and DRPs. u Identify mission-critical processes, dependencies, data flows, and potential points of failure. u Pinpoint areas where human intervention is essential and where automation could be beneficial. u Assess regulatory requirements and compliance considerations related to AI implementation. 2. AI opportunity identification: u Collaborate with AI experts or consultants to analyze your BCP and DRPs. u Identify specific areas where AI can be most effectively applied to optimize processes, automate tasks, enhance decision-making, or mitigate risks. u Prioritize AI initiatives based on their potential impact on business continuity and overall goals. 3. Data preparation and augmentation: u Ensure the data from your BCP and DRP tests is clean, accurate, and relevant to the AI use cases you’ve identified. u Using your BCP, get a better idea as to which of your data sets support your most critical business processes and can hence be prioritized during the AI model training process.

The stronger your current BCP and DRPs, the better this approach will work for your organization. BCPs are compre hensive documents to outline critical business processes, dependencies, regulatory requirements and recovery strategies in the event of disruptions. They contain a wealth of information about how a business operates, includ ing detailed workflows, data flows, and decision points. This information can be a goldmine for AI integration. You may already have much of what you need to implement AI. DRPs, a key component of BCPs, provide step-by-step instructions for restoring critical business functions at an alternate site, or via Disaster Recovery as a Service (DRaaS), in case of a disruption. These procedures are regularly tested and updated, offer ing a unique opportunity to observe and analyze real-world processes in a controlled environment.

data inputs, and decision points involved. This data can be used to train AI models, providing them with the necessary information to understand and optimize complex business processes. 4. Human-AI collaboration : DRPs often outline where human intervention is necessary in critical processes. This allows for the development of AI systems to complement human expertise rather than replace it, leading to more effective and adaptable solutions. 5. Real-world testing ground : A mature BCP includes regular testing, at a secondary hosting facility, providing proof of resiliency. To do that, DRPs must be inclusive and accurate enough to recreate critical business processes on short notice. This provides AI with “

By analyzing BCPs and DRPs, orga nizations can gain a deep understanding of their most critical processes. They can identify potential bottlenecks and ineffi ciencies, and pinpoint areas where AI can be most effectively applied. This targeted approach can significantly accelerate AI adoption, mitigate risks, and maximize the return on investment. By leveraging this existing knowledge base, organizations can significantly de risk their AI integration efforts. Instead of starting from scratch, they can build upon a foundation of proven processes and insights, ensuring AI solutions are aligned with core business objectives and continu ity goals.

14 DISASTER RECOVERY JOURNAL | FALL 2024

Scale up preparedness, respond effectively, foster continuous learning, and ensure compliance. Microsimulations Prepare and Respond Digital Risks to with

Transform your digital risk management. Visit the iluminr booth or scan the QR code to experience a Microsimulation. iluminr.io

Book your Microsimulation today

The Benefits of a BCP-Driven Approach n Accelerated AI adoption : Leverage

u Aggregate and preprocess data from various sources, including BCP documentation, DRP test results, and other relevant business systems. u Consider augmenting your data with external sources if necessary to improve the accuracy and robustness of AI models. 4. Pilot project at recovery site: u Select a non-critical process or a smaller component of a critical process for your initial AI pilot project. u Leverage your disaster recovery site as a controlled environment to test and refine the AI solution before deploying it in live operations. u Gather feedback from users and stakeholders during the pilot to identify any issues or areas for improvement. 5. AI model development and validation: u Work with AI experts to develop and train AI models tailored to your specific business processes and goals. u Validate the models using a separate dataset to ensure their accuracy and effectiveness. u Iteratively refine the models based on feedback and performance metrics from the pilot project. 6. Integration and deployment: u Integrate the AI solution into your existing workflows and systems, ensuring seamless data flow and communication between AI components and other business applications. u Deploy the AI solution in a phased approach, starting with the pilot process and gradually expanding to other areas as confidence and experience grow. 7. Monitoring, maintenance, and continuous improvement: u Establish robust monitoring mechanisms to track the performance of your AI solutions in real time. u Regularly maintain and update AI models to ensure they remain accurate and effective as business processes and data evolve.

u Continuously gather feedback from users and stakeholders to identify areas for improvement and further optimization. Additional Considerations However, there are some key differ ences and additional considerations: n Granularity : BC/DR plans may not be as granular as needed for AI implementation. They often focus on the high-level steps and may not capture the nuances and variations that occur in day to-day operations. n Data accessibility : Data identified in BC/DR plans may not be readily accessible or in a format suitable for AI algorithms. Additional data integration and preparation efforts may be required. n Goals and objectives : BC/DR plans aim for business continuity and recovery, while AI implementation may have broader goals, such as efficiency improvement, cost reduction, or enhanced customer experience. While BC/DR plans are a valuable starting point, organizations need to: 1. Augment BC/DR information : Supplement existing BC/DR documentation with more detailed process information, real-time operational data, and insights from subject matter experts. 2. Adapt data for AI : Ensure that critical data identified in BC/DR plans is accessible and in a format AI algorithms can easily process and analyze. 3. Incorporate human factors : Consider

existing knowledge and data to streamline AI implementation.

n Targeted solutions : Focus AI efforts on the most critical areas of your business. n Improved risk management : Proactively identify and mitigate potential risks associated with AI. n Enhanced efficiency and productivity : Optimize processes and automate tasks to improve overall performance. n Mature foundation : Tying your AI adoption to a program your organization has matured, updated and tested regularly over a long period, increasing the chances of fast and successful adoption. n Competitive advantage : Gain a competitive edge by leveraging AI in a strategic and responsible way. Conclusion By harnessing the power of your busi ness continuity plan and disaster recovery procedures, you can unlock a strategic roadmap for AI integration that is both efficient and effective. This approach not only accelerates AI adoption but also ensures AI solutions are aligned with your business goals, mitigate risks, addresses regulatory compliance and contributes to long-term resilience and success. If all this sounds like too much to you. Simply invite key members of your AI integration team to the next DR test and let them see for themselves. In the ever-evolving landscape of AI, including a BCP-driven approach can be the key to staying ahead of the curve and harnessing the full potential of this trans formative technology. v

the impact of AI on employees and incorporate their feedback into the implementation process.

Erik Borgen is a business continuity man ager, turned Investor, with a rare perspec tive on what is currently happening with AI adoption. His investor side simply got tired of waiting. He wondered, “Why is it taking

4. Align goals : Clearly define the goals and objectives of the AI implementation and ensure they align with the overall strategic priorities of the organization, not just with BC/DR goals.

so long for organizations to make good use of this tech nology?” On the BC side, Borgen considered how some organizations struggle to integrate AI may be able to ben efit from utilizing artifacts they have already created. This may enhance the speed and accuracy of AI adoption while anchoring it responsibly in a mature risk-based framework. Faster, better, cheaper, and reduced risk. Why not?

16 DISASTER RECOVERY JOURNAL | FALL 2024

Streamline planning, testing and response - for continuity when it matters the most

See Exonaut in action at DRJ STAND 420/422 4cstrategies.com

‘I Can’t Talk Now, I’m on a Zoom Call’

By TSVETELINA HINOVA

E

very office has a “Sandy” – a gen eral factotum-cum-social secretary cum-sympathetic ear and shoulder to cry on. Sandy does everything from compiling the holiday list, to making sure there’s always a supply of tea, coffee, milk and sugar, in the staff room. They organize the annual Christmas party, all the leaving dos and whip-rounds for birthdays and, if you’re travelling to a convention or a meeting overseas, it’s Sandy who books your flight and hotel accommodation. “Sandy” is surely one the first people tapped to be part of your business resil ience team. They might even be a good choice to fill your position when you move on. In fiction, Sandy is often portrayed as

the strong and underrated power behind the throne – like Joan Holloway and Peggy Olson in Mad Men – or as having secret designs on the boss, like Miss Moneypenny in the James Bond franchise, or Waylon Smithers in The Simpsons. But the role of the office manager – formerly known as the secretary, personal assistant or executive assistant – is chang ing. The atomization of the workplace and the growth of home and hybrid working; the globalization of industry and com merce; and the rapid advance of technol ogy, including the development of artificial intelligence (AI); have combined to make Sandy’s role more demanding, special ist and critical to the smooth-running of a company or organization. Suddenly, along with all of their exist

ing roles and functions, Sandy is now expected to master the intricacies of new technologies, work across multiple territo ries and jurisdictions, overcome language barriers and manage communications across the business. If Moneypenny were working today, she wouldn’t have time to chat with Bond because she’d be on Zoom, delivering a PowerPoint presentation on the impor tance of creating a positive corporate culture, to staff members across seven dif ferent time-zones. From typewriters to tech wizards The office of the past, with its rigid hierarchies and typing pools, has given way to a more dynamic and collaborative environment. This shift has been largely fuelled by technology, demanding every -

18 DISASTER RECOVERY JOURNAL | FALL 2024

Libelle So�ware Solu�ons for Near-Zero Down�me HA/DR

Booth 316+318

Time-delayed mirroring to respond to logical errors

Combina�on of RTO, RCO, and RPO

Georedundancy

Database migra�on or reloca�on

Hybrid architecture compa�ble

Libelle Solu�on Session Sunday, September 8th - 4:00 PM CT

Libelle LLC 3330 Cumberland Blvd SE, Ste 500, Atlanta, GA 30339 sales.americas@libelle.com

4. Empathy and understanding : As a central figure in the office, you’ll need to understand and empathize with all team members. Often, you’ll be the voice of the employees, advocating for their needs and ensuring everyone feels heard and valued. 5. Sharp negotiation skills : Whether managing the office budget, securing deals with suppliers, or mediating workplace disagreements, strong negotiation skills are essential. You’ll need to be comfortable advocating for the best interests of the company and finding solutions that work for everyone involved. 6. Continuous business knowledge development : Stay ahead of the curve by continuously expanding your business acumen. From budgeting and financial planning to recruitment strategies and management theory, a strong business foundation will enhance your effectiveness and open doors for advancement. 7. A grasp of legal basics : Dealing with contracts, supplier agreements, and other legal documents is often part of the job. A basic understanding of legal terminology and contract terms will help you protect the company’s interests. 8. Strong emotional intelligence : Developing strong interpersonal skills and emotional intelligence is crucial for successful team management. This involves understanding and managing your own emotions while also being attuned to the emotions of others. By fostering a positive and supportive work environment, you can boost morale, productivity, and employee engagement. Office roles are constantly evolving. By embracing lifelong learning, seeking professional development opportunities, and staying updated on industry trends, you can ensure your skills remain relevant and continue to thrive as part of a dynamic organization. v

one in the office become adept at leverag ing software and online platforms. Cloud-based document management systems have replaced filing cabinets, while project management tools stream line workflows. The modern office worker isn’t just tech-savvy; they are responsible for implementing and often training others on the technology that drives the organiza tion’s efficiency. The modern office manager is no longer confined to administrative tasks. They play a crucial role in shaping com pany culture, ensuring the working envi ronment encourages greater productivity and employee wellbeing. As technology continues to evolve, Sandy will increasingly be required to gather data to track key performance indi cators, measure employee satisfaction, and inform strategic decision-making. They will have to promote environ mentally friendly practices in the organi zation and play a key role in implementing sustainable initiatives. As remote and hybrid working becomes more common, everyone will have to adapt to managing an atomized workforce, ensuring seamless communication and collaboration across geographical bound aries. Creating a culture of efficiency and wellbeing Recognizing that happy employees are productive employees, office managers are often tasked with promoting employee wellbeing. This could involve organizing team-building activities, implementing flexible work arrangements, and advocat ing for employee benefits which support work-life balance. Open communication and seamless collaboration are hallmarks of the modern workplace. Office managers ensure com munication channels are open and effec tive, whether through team messaging platforms, or fostering a culture of open dialogue. With more staff members working from home and in different cities and countries, the office manager can no longer send a card round the office, along with an A4 manilla envelope, when a staff member is

leaving the company, celebrating a birth day, getting married, or having a baby. Such communal celebrations are essen tial in maintaining a positive working culture and so Sandy must find a modern, technical solution to do the job. The modern office manager is a stra tegic thinker, anticipating challenges and developing creative solutions. They often play a role in budget management, negotiating with suppliers, and ensuring the business’s resources are used effi ciently. They often juggle multiple respon sibilities, from onboarding new hires to organizing company events. They are the bridge between employees and upper man agement, so they need to be approachable, empathetic listeners who can advocate for their team’s needs while also communi cating company goals and expectations clearly. Sound familiar? Skills for the modern office manager Business resilience professionals need to know their office managers. Here are some of “Sandy’s” attributes you may also need to develop: 1. Masterful organization and time management : This goes beyond filing. You’ll need to juggle multiple schedules (including your own), track projects, manage suppliers, and stay on top of daily tasks and long-term plans. Strong organizational skills are crucial to prevent work from piling up and ensure everything runs like clockwork. 2. Exceptional communication skills : You may end up being a communication hub for your organization, connecting with everyone from new hires to the CEO. Clear and effective communication is essential for avoiding mistakes, resolving conflicts, and providing direction. 3. Innovative problem-solving abilities : Over time, you will gain invaluable company knowledge, making you an excellent problem-solver. You’ll be called upon to navigate challenging situations, often with limited resources. Thinking outside the box and finding creative solutions is key.

Tsvetelina Hinova is co-founder of Thankbox, an online card and cash collec tion service whose main goal is to foster appreciation and connectivity within teams.

20 DISASTER RECOVERY JOURNAL | FALL 2024

A Leader in Business Continuity for Now 25 Years

3 solutions

has been helping worldwide organizations manage the unpredictable for 25 years. Whether you need to implement your business continuity program, strengthen it or automate it, you can count on us. Work with a well-rounded BC partner, with a collaborative and holistic approach that supports your teams at every step of your BCM program. Premier Continuum

Automation software

Certified training

World-class consulting

LET'S BUILD SMART RESILIENCE

6 fields of expertise We've been in the business for 25 years. Talk about resilience.

BUSINESS CONTINUITY

OPERATIONAL RESILIENCE

IT/DR

CRISIS MANAGEMENT

RISK MANAGEMENT

EMERGENCY RESPONSE

Understanding the specific natural disaster threats each remote essential worker may encounter is crucial ... “ recovery programs will safeguard orga nizations, protect their core assets, and ensure continuity of critical operations. Risk managers must also build resilience across their supply chains to ensure proper third-party risk management and collaborate on policy, legal, tech nology, and market changes to address climate change mitigation and adapta tion. Establishing a robust process for identifying, measuring, monitoring, and controlling the financial and operational risks linked to climate change is crucial, with board oversight ensuring compre hensive efforts.

Weathering the Storm: Building Resilience Amid Climate Change Disruptions By STEVE GREENSTEIN A s the world faces the esca lating impacts of climate change, organizations are confronting unprecedented threats. From deadly torna does in Texas and flooding in Afghanistan to extreme heat in India and record breaking cold in Chile, these events high light the immediate need for agile recovery strategies. To add, in 2023 alone, the U.S. endured 28 climate and weather catas trophes, each causing over $1 billion in damage – further highlighting the urgency of having a proactive risk response. Proactive Risk Management: A Necessity, Not a Choice As climate-related disruptions become more frequent, organizations must navi gate the complexities they bring with them. Strategic planning and a proactive approach are essential to managing the severe adverse impacts of climate change on physical, operational, and techno logical infrastructure, for ignoring these consequences only increases financial, operational, compliance, and reputational risks. Developing a culture of resiliency and implementing effective disaster

“

22 DISASTER RECOVERY JOURNAL | FALL 2024

Find us at booth 321/323

Good Things Come to Those Who are Prepared. We’re Presenting at DRJ Fall September 9th at 2:15 PM Breakout Track 2 - BT2-02 Emergency Preparedness: Planning and Responding to an Active Shooter The only way to ensure your plan does not have any vulnerabilities or gaps is to test it regularly, and a great way to test your plan is through a tabletop exercise. Join us for an educational demo on enhancing your active shooter emergency response planning through one of our tabletop exercises. Our Senior Consultant, Kathy Scourby, will equip participants with the tools and knowledge to ensure the effectiveness of their emergency plans.

Kathryn Scourby - CBCP, CCRP, KNS Consulting

Kathy Scourby boasts an impressive 33-year career in management, having dedicated the last 17 years partnering with Preparis to deliver on various consulting projects. As a seasoned Certified Business Continuity Professional and Certified Cyber Resilience Professional, Kathy specializes in providing strategic consulting services to professional service firms. Her expertise encompasses a broad spectrum, including business continuity, disaster preparedness, cyber resilience, risk management, and compliance. Receive a free consultant led tabletop exercise when you partner with Preparis.

Is your organization’s IT Disaster Recovery Plan (IT/DRP) integrated into your Business Continuity Program (BCP)?

We’d love to share how Preparis can help you seamlessly integrate your IT/DRP with your BCP with our all-in-one continuity software. Scan the QR code or contact us using the information below for a free demo.

One powerful suite for continuity. Everything you need, and nothing you don’t.

855-447-3750 | support@preparis.com | www.preparis.com © Copyright 2024 – Preparis. All Rights Reserved.

Forging Resilience: Identifying Critical Business Functions As climate impacts intensify, building robust operational resilience and dynamic business continuity programs is essential for safeguarding critical operations and ensuring long-term sustainability. Risk practitioners must identify and map their crucial business processes, important services, crown jewel technology assets, essential vendors, and key personnel. This comprehensive understanding forms the foundation for a resilient operational framework that is capable of withstanding natural disasters. Meticulously documenting and ana lyzing critical business processes and services, understanding workflows and dependencies, and evaluating each func tion enables the development of effective contingency plans and mitigation strate gies. From payroll and accounts payable to international sales and customer-facing

services, this analysis ensures the continu ity and resiliency of mission-critical oper ations during periods of disruption. Sustaining Continuity: Supporting Remote Teams and Assessing Risks In this era of distributed work forces, organizations must consider the unique risks remote employees face. Understanding the specific natural disas ter threats each remote essential worker may encounter is crucial for ensuring employee safety and business continuity. Organizations can identify key person nel whose absence could disrupt criti cal operations by mapping employees to their respective business processes and services. This awareness enables com prehensive contingency plans, such as cross-training employees and providing backup power solutions, enabling organi zations to maintain operational continuity

even when natural disasters impact remote employees. Effective business continuity and oper ational resilience also requires thorough risk assessments for existing and prospec tive facilities. Organizations must evaluate natural disaster threats, their likelihood, and their projected impact on each site, including third-party vendors and data centers. Comprehensive risk assessments allow for informed decisions to be made about site selection, facility hardening, and disaster recovery planning. The Imperative for Climate Preparedness The escalating impacts of climate change present an existential threat to organizations. Proactively addressing climate risks through strategic planning, technological innovation, and operational resilience initiatives can safeguard an orga nization’s long-term viability. Prioritizing climate change preparedness, embedding risk considerations into decision-making processes, and fostering a culture of resil ience enables organizations to enhance their agility and mitigate disruptions. This imperative extends beyond indi vidual organizations, requiring cross industry collaboration, policy reforms, and a collective effort to address the root causes of climate change. The window for action is closing, making it crucial for business leaders and decision-makers to embrace this challenge urgently. By doing so, we can ensure the continuity of our operations and pave the way for a more resilient, proactive, and sustainable future. v mentation, and management of enterprise-wide risk, operational resiliency, and recovery programs and strate gies. Greenstein brings more than 35 years of expertise in enterprise technology risk management, program and project solutions, and professional services. He earned a dual bachelor’s degrees in accounting and economics from the City University of New York (CUNY) at Queens College. He is also a current member of the Business Continuity Institute (BCI), Disaster Recovery Institute (DRII), Association of Continuity Professionals (ACP), and InfraGard organizations. Steve Greenstein, CBCI, is a seasoned senior advisor and go-to-market subject matter expert at Fusion Risk Management. He partners with Fusion’s clients to think through the design/development, imple

www.drj.com/mentor-program

24 DISASTER RECOVERY JOURNAL | FALL 2024