For many years, the IT industry has used the threat of going out of business as a way of compelling businesses to invest in backup and Disaster Recovery solutions. Essentially, there has been more than a little scaremongering about the risk of failing to back up data properly and putting appropriate plans in place for disaster recovery.
The cloud is perhaps the fastest growing technology trend of the last decade. When the world was dealing with the aftermath of the credit crunch and reeling with the blows from The Great Recession, businesses still needed the latest technology tools to ensure they could be competitive.
Many firms experience a pre-Christmas rush of finishing off work and projects in early and mid-December. For items in the workflow that are on-going, there is often a sense of ‘parking’ them over the Christmas - New Year transition period until the return to work in January. Many businesses are likely to have reduced workload and staffing numbers.
If we apply maturity modelling to the IT Support function, we are able to produce an effective mapping that overlays the five levels of a traditional maturity model with five different service levels of support.
In conventional patterns of thinking about jobs within businesses of 10 - 100 people, the role of IT manager is seen as the go-to person for anything related to technology.
Across an infrastructure demanding provision of business technology tools to a workforce of varying degrees of technological competence, this might include anything from a broken mouse to troubleshooting software server problems.
The vast majority of computer users routinely use cloud services of some description. Whether it’s a Gmail account or a file transfer service, almost all of us use free cloud-based tools. This might be OK for personal use, however, in a business context, such an approach is highly questionable. Why?
Whatever the core business activity of a firm, fast growth is a nice problem to have. Although the doomsayers warn of the problems of rapid uncontrolled growth, such as resourcing gaps and overstretching with too many commitments, these are challenges that should be well within the capability of a company governed with good management practice.
The issue of passwords is something of an evergreen problem for technology users. People often choose obvious, simple passwords that are easy to remember. Research has shown that a group of 10,000 words are used by 98.8% of people as passwords. This means that a hacker with software written for the purpose could automate the process of trying every one of these, something known as a ‘brute force’ attack, and would be certain of being able to hack into almost 99 out of every 100 accounts.
In many firms, IT is a tricky area. It’s complex, costly and impossible to ignore. It needs continual vigilance and good oversight to make sure it functions well. One of the biggest headaches is support.
We’ve all been there, particularly when dealing with personal consumer affairs. We are unhappy with the service we receive from a great big company that we deal with, like a telecoms provider, an energy supplier or an e-commerce giant. We try to get the company to rectify the situation, we may often find that we are still not satisfied that the outcome is fair.