Disaster Recovery: The First Three Days

Why The First Three Days Are So Important

Today's customer service oriented environment means that a company's ability to respond quickly after a disaster can make the difference between survival and closed doors. As Disaster Recovery Planners, we all recognize and stress the importance of preparedness, continuation and recovery of the business.

Consider this: the first three days following any disaster are often characterized by confusion, hazards, disorganization and danger. The unanswered phone can mean lost orders and lost confidence. It can also mean that vendors delay shipments, bankers postpone credit approvals, and regulatory agencies regulate more. The ability to provide information to customers and suppliers is paramount -- even if this information is just a reassuring message that everything is fine.

We all know that we need a good plan to continue or resume business quickly. However, continuing or resuming a few key functions immediately after a disaster builds the confidence you need to prevent lost orders and to maintain the appearance of health. A continuation plan can give you that functionality quickly and at low cost.

Continue Capabilities, Not Systems

In 1993, more companies spent funds on customer service support systems than on any other systems. These systems support the corporate capabilities that give customers the polished, quick action and response to which we have become accustomed. Disaster recovery planners must devise ways to maintain that polish even while the buildings are suffering from disasters.

Corporate directions have clearly changed -- companies around the world are moving away from the production system mainframes of yesterday towards the customer service PCs and mid-sized systems of tomorrow. Of companies with revenues of at least $250 Million, 72% spent scarce corporate resources on improving customer service technology systems. During the same period, 45% of these companies were moving away from mainframes and implementing client/server environments. (CIO Magazine, February 1, 1994).

Disaster Recovery Plans need to change along with the corporation. Fortunately, the corporate march towards the smaller systems makes it possible for the "intelligent" business resumption plan to provide low-cost, instant recovery.

Our focus is changing towards smaller, distributed systems that are aimed at achieving fast response to customer requests and lowering fixed costs. They are tools for capabilities as diverse as accessing remote data bases and reading simple spreadsheets. They maintain Just-In-Time (JIT) supplies, warehousing and products. These are the low-cost technologies that are finally meeting the corporate goal of increasing productivity and responsiveness while lowering costs. These, therefore, are the key capabilities that require protection in case a disaster strikes.

High Speed Recovery On Small Computers

The premise behind the migration to smaller computers is that groups of these networked together can provide more computing per dollar than larger systems. In a disaster, however, rebuilding a complex network can be as time-consuming as restoring a mainframe. This does not solve the business continuation problem.

The solution is to parse the functions into small pieces manageable by stand-alone microcomputers or by small networks. Perhaps the normal function requires dozens of employees working on many computers accessing multiple locations. During a crisis, however, it is possible that only the most critical of these functions need to be performed on the first day. If that is so, then we can design a few microcomputers and assign several individuals to continue operations at a designated backup location.

A Few Examples...

A large company I know conducts its treasury functions using a PC. They use a series of reports generated by microcomputers on a LAN. These reports are sent via E-Mail to one focal point who then electronically instructs banks and other financial institutions to make specific transactions. That individual also phones some stock and other brokers.

In this case, we provided "instant" recovery by way of a standalone PC. This PC was configured for use in a key employee's home and was updated daily with a small set of files. The process was automated by dial-up lines and communication scripts. The result: the key employee had access to information that was no more than 12 hours old and could perform the regular dial ups and phone calls.

This was not a replacement for the regular treasury system; it could perform only a few of the most critical treasury functions. Moreover, this standalone PC could perform that function for 3 days at most, after which it would be incapable of maintaining current status. But it was sufficient to protect the company's cash flow and to provide the time needed for relocating the function elsewhere.

One of my favorite tools for emergency contacts, maps, procedures and other "must-have-with-you" information is the palmtop computer. As recovery planners, these are our special gems. They are available at low cost, they are easily maintainable with current information, and they are useful to the employee for many functions in addition to supporting disaster recovery.

These palmtop machines are more than just easy to carry. They provide to employees extra value-added and can be used for many other functions. Therefore, the likelihood is that the employees will have the palmtop with them when they need them.

Conclusions

The good Disaster Recovery plan addresses all aspects of a company's operations, but makes special arrangements for the first three days. The cost of making all the company's operational capabilities available on the first of second day following a disaster is prohibitive and unnecessary.

It is critical, however, that a company be able to continue some operations during the first three days. Fortunately, that ability is now available at low cost. All you need is a good Business Impact Analysis to set the objectives and some creative ways to implement them. You already have the tools sitting on your desk.