Disaster Recovery Journal Spring 2024

Disaster Recovery Investments Grow Revenue, Not Just Cut Costs By PATRICK DOHERTY

tain business continuity, enterprises must heighten their focus on disaster recovery (DR) to ensure their data remains pro tected and they’re able to quickly get their systems back online. It’s a longstanding responsibility of IT to articulate the value of a data pro tection plan. However, as data protection has become a critical business issue, it involves a wider variety of stakeholders. Take the chief revenue officer (CRO), for example. The CRO role has evolved to oversee full revenue cycles comprised of critical customer and prospect data. This means CROs not only have a front row seat into other organizations’ “crown jewels,” but they own the responsibility of protecting this sensitive information. Historically, discussions around down time often center around lost money, as lost productivity costs equate to thou sands of dollars per minute. As the CRO role has shifted, the primary responsibility remains: to oversee the enterprise revenue cycle. When it comes to IT, advocating for data protection investments must include a clear understanding of both cost and rev enue. More specifically, downtime isn’t just

T oday’s organizations are navigating unique business challenges amidst the increased cost and frequency of data breaches. Security incidents are overwhelmingly detrimental to an organization and significantly impact organizational health when not properly addressed. Yet alarmingly, 57% of busi

nesses are more likely to pass incident costs onto consumers than to increase their own security investments. The number of cybersecurity incidents isn’t likely to drop anytime soon, which means organizations must be prepared to navigate an attack and quickly get back up and running in its aftermath. To sus-

24 DISASTER RECOVERY JOURNAL | SPRING 2024