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Lack of Operational Resilience Will Undermine Enterprise Competitiveness: A Strategy for Availability

Written By: David Tapper, IDC 

What do the following events have in common: cyberattacks, severe weather, health pandemics, and power outages? They all drive organizations to develop a very sophisticated means of "availability" — maintaining uninterrupted business operations. The key to success is building availability processes for operational resilience that integrate, orchestrate, and align the priorities and objectives of line-of-business (LOB) executives, such as CXOs and VPs/managers of business processes, with those of IT.

Why? Because disasters, natural or man made, can potentially cripple or halt an organization's business objectives, from ensuring growth targets and brand equity to optimizing supply chains and worker productivity. Organizations must be always available and able to manage these events in a way that works with their traditional stakeholders of internal business units, supply chains, business partners, and manufacturing. But also, and more importantly, the approach must work with customers — and even governments, the media, and investors.

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