This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
The Arrival of Business Resilience In recent years, the rise of extreme weather, global instability, the pandemic, social media, cloud computing, cybercrime, and customer expectations about always-on services have all contributed to the sense that a more strategic, holistic approach was called for.
Supplier bankruptcy, trade disputes, political instability, pandemics, natural disasters and cyber-attacks are all seen to be key factors in supply chain disruption. To succeed, a proactive approach is required to ensure that many supply chain risks can be identified, or potentially mitigated before they become a crisis.
Prior to the pandemic, it was commonplace for organizations to operate their risk and resiliency programs out of spreadsheets, documents, and even post-its – if they had a program at all. . To compound the challenge, as a result of the pandemic and its cascading impacts, the pa ce of digitization has hastened tenfold by some estimates.
Increasing severe weather events, workers distributed far afield, chronic political conflict, the ongoing pandemic – those are just a few of the features of today’s threat landscape. Without this, the tendency is for departments to operate in separate silos and tackle risk in a disjointed, ad-hoc fashion.
Once you have assessed these risks you will want to create a plan for risk mitigation and risk monitoring so that you are in control of potential threats. The most timely demonstration of risk management’s ROI is Wimbledon’s pandemic insurance plan. Risk Management Step #3: Mitigate. Risk Management Definition.
Organizations will continue to grapple with data infrastructure to support hybrid work long after the pandemic “The genie is out of the bottle and hybrid or remote is here to stay. Enterprise customers will continue to recognize that enhancing on-premise storage hardware presents the faster path to mitigating rising cloud expenses.
We organize all of the trending information in your field so you don't have to. Join 25,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content