with BCDR planning as it can meanre-work: to first bulldoze the existingstructure and
re-build the newstructure.The matter being discussed in thispaper tackles the issues that largecorporations face with respect tobusiness continuity and disasterrecovery that are global in nature.Since being a global company bringsalong with it a host of considerationssuch as local law, culturalunderstanding, deployment of I.T.systems, and value to business, sizeof international market – there is nosingle way to manage BCDR for sucha company. This paper describessome of these issues more in depth,discusses the current body of knowledge available and then makesrecommendations.
The Issue, context andmotivation
here is a drop in investment towards BCDR by companies tobegin with as it is not considereda critical piece of the I.T. infrastructureby most CIO’s
. There is a lot of information available around the “non-acceptance of BCDR” as a core piece of a company’s IT and operationalinfrastructure. Several reasons relatedto general topics such as unjustifiablereturn on investment, not enoughawareness amongst management andperceptual issues about alignment withbusiness goals make this a difficult initiative to SUCCESSFULLY implement for any company. However, it is evenharder to implement for 1) companiesthat are extremely large in size and 2)companies that are global in nature.These two criteria – large and global –make implementation of such aninitiative difficult even when the needto do so
understood by topmanagement, when perceptions
correct about the return oninvestments into BCDR activities.It is important for global companies tobe prepared for disaster at any cost because of the myriad levels of risk that they are opened up to the moment they go global. While being in theUnited States alone, a company may besubject to risks such as hurricanes,tornados, IT infrastructure outage, fire,flood and power outages. But in theglobal arena, there are other risks suchas terrorist attacks, bombings,sabotage, political instability, loss of connectivity, war, etc. These factors