New Catalysts Driving Disaster Recovery Initiatives

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Organizations also look at upgrading their DR capability when an audit addressing risk exposure is pending or has a negative result. In industries where regular auditing of business practices takes place, upper management is understandably concerned about the potential impact of a negative finding on the business. This may prompt efforts to beef up a company's DR capabilities in anticipation of an audit or in reaction to a report suggesting that the company is insufficiently protected against disaster.  

Traditionally, most disaster recovery (DR) and business continuity projects have been triggered by a recognition that natural and manmade disasters can strike at any time. Events like the 1993 World Trade Center bombing, the 9/11 attacks, Hurricane Katrina and numerous other high-profile disasters have highlighted the vulnerability of corporate infrastructure and data to damage or destruction, along with the need to mitigate the risk by implementing a plan for rapid restoration of critical IT systems and data.

More recently, other issues have been pushing DR planning to a higher slot on the priority list. That's reflected in the fact that 70 percent of IT executives at large U.S. companies responding to a recent IDG Research/Datalink survey indicated that they have disaster recovery initiatives on the table. Only security projects ranked higher.

In this slideshow, Paul Thomann, senior manager, Cloud Services Management and IT Resiliency at Datalink, looks at the catalysts that are reinvigorating disaster recovery initiatives.


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