Business Continuity & Disaster Recovery

Business Continuity & Disaster Recovery
Digital Strategy in 2021Digital Strategy in 2021

How are overall digital strategies shaping up for leaders in 2021?

If you are a current SAP customer, when do you plan to migrate to SAP S/4HANA?

Top Answer: No plan to migrate soon.

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Mobile Development
Do you agree with this statement?  "Digital transformation is no longer a buzzword or a longterm strategy; it's about near-term survival. COVID-19 is accelerating transformations that might have otherwise taken decades..."

Top Answer: Transformation requires a reconceptualization of how things have been done - a break from previously conceived notions.  Many confuse transformation with incremental improvements along the same path.  I doubt many are doing true transformation - increasing VPN access, buying more laptops, to increase remote work isn't a transformation

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If you had a magic wand - what's the #1 daily business challenge you'd eliminate?

Top Answer: Without a doubt - Technical Debt! It's a ball and chain that creates an ever increasing drag on any organization, stifles innovation, and prevents transformation.

Has anyone got experience with both CommVault and Cohesity for data protection/recovery? What are the differentiators? Or have you found an alternative you prefer?

Top Answer: I have evaluated both. Good products. Cohesity in my opinion is more modern. A good alternative is Rubrik. To me the biggest differentiator is the environment i.e if you are protecting cloud workloads then Rubrik or Cohesity are both great choices. I find Rubrik more cost effective. Commvault has a product for cloud workloads called Metallic. If majority of your workloads are on prem then CommVault is better option. Rubrik and Cohesity are best for ransomware protection. I would suggest you check Veeam out as well, they’ve come a long way

What are some specific impacts of supply chain issues over the past year?

Top Answer: Here is my short list:  - IT Budgets: These have been unpredictable and affect the ability to prioritize and deliver. Internally network items, conference building, laptop refresh (hiring although not supply chain), etc are being priced at 140% of some items than were thought in the budget planning a year ago. This may lead to more agile, more frequent cycles.  - Procurement methods: For the items above, ordering from your normal supplier doesn't guarantee you will receive (or in full) the item. IT operations are ordering from alternate sources such as Amazon prioritizing time over price and contract.  -Contract Structuring- If you are buying a component for production from a supplier, you may have net 30 or below terms to get some sort of quick payment incentive. That's great in a normal market, but this is not a normal market. With lead times of months, you may pay for the item well before it is received restricting cash flow. New supply chain finance markets (I lend in these) have opened to bridge the gap with favorable terms for both. Also, breaches of contracts have become more common specifically with carriers. This is causing exponential effort to procure shippers for loads when having to tender multiple sources per shipment.  -ERP modernization needs have been highlighted: The system has been set up to prioritize backlogged orders. That works in normal times, but not in disruptive times with unprecedented consumer behavior and supply chain woes. Additionally, the data that feeds in to the algorithms and configuration + customization has long been left on the vine without updated as it wasn't an issue. Customers had product and inventory was on hand to sell and produce. This all must be updated as well.  - Rise of Value Chain: the entire company organization structure and culture could be changing due to the change of supply chain from being an operations (back office) function to a value drive and competitive advantage. This breaks down the function by function model with individual KPI's and data in to connected and collaborative machine that is truly cross function and able to answer questions of " what is the sales impact if my supplier delivers only 20% of the requested components." It is also the reason there is now the role Chief Supply Chain Officer - Visibility: In order to answer the questions above the company may need to add a route optimization software or other solutions, but the crux is that all of the data from the entire company is required to answer the above question. What is often found is silo'd data that isn't catalogued and there is no way to view it. So dashboards, data governance, catalogs, and an overall intelligence solution with AI/ML.   -Process Optimization - This is a great way to reduce costs and act as a labor retention tool. Process mining can be utilized to understand how many additional clicks, monitor if cold storage item is left out to long, and even understand why this A/P process takes 4X another region.    Innovation/DX/ESG Acceleration to do more with less, house the data and be competitive utilizing things like IoT, 5G, Drones, etc

Which of the following is your organization prioritizing?

Top Answer: Cost reductions and revenue generating are top priority

What are some specific examples of the business value enterprise architects (EAs) offer?

Top Answer: Part of my remit this year is having a conversation about placing architecture back in a place of prominence so that I can reduce how much I spend on security. If an organization has not placed enterprise architecture in the lead role it should have, it will continue to experience cyber attacks. Enterprise architecture helps to drive, facilitate and create integrated and well-structured solutions. I've seen brilliant architects at many organizations, but they always had to fight to have their position and business value understood. I can't understand why it continues to be a constant conversation, year after year, company after company.

What is the future of enterprise architects and enterprise architecture?

Top Answer: The enterprise architect role will change over time, just like everything else, but it will still have its place in organizations in the future. I have been pinged for so many positions since the pandemic began because every company was suddenly working remotely and didn’t know where their assets were or how they could start getting visibility. When something goes wrong, that’s when folks say, “Where is my architect?” Until something goes wrong, nobody cares about architecture. But the time for enterprise architects has never been as good as it is right now. Even smaller companies that are pre-IPO are looking for chief enterprise architects. The EA is at the center of planning, investment strategy, M&A, and Ventures. They play an active part in three-year planning, and provide both transparency and traceability from why, to what, to how.

 Improving quality of conversation when remote Improving quality of conversation when remote

Remote work has become the new norm in 2020. How are executives thinking about improving the quality of conversation around remote work?

Should the CIO and the IT department be involved in pre-acquisition preparations?

Top Answer: It's really dependent on the type of business that you're in. If you're a technology company, for instance, the CIO might have a role to play in making sure that the technology is better understood in negotiations from a buyer perspective, especially if it's a relatively young company and there aren't thousands of customers already buying that product or service. But for the most part, it's unlikely that anything I could have done as a CIO would sway someone to not buy us unless I had a terrible security posture. That’s one area where there could be a significant risk. For example, if you had to maintain certifications for the kind of business that you're in, those are hidden dangers that a buyer might be worried about. Beyond that, acquiring companies are not asking, "Was your building nice enough? Do you run a good active directory shop? Is the wiring nice in your data center?" It's rare that those things will be the real deciding factor in whether someone buys your company. The exception would be if they're buying you for more people and they could easily find more people who don't come with a lot of baggage somewhere else.

Is the CIO’s involvement critical to the success of an acquisition?

Top Answer: The CIO doesn't have all the data. In a lot of ways, the CIO may manage the bits on the disc, but they don't necessarily own or know where all of the material data is. The success of an acquisition is a bigger question that goes beyond the CIO. The CIO can be the facilitator who brings the right people together, but I wouldn't expect all of the pieces to rest at their feet.