Unless businesses ensure they also take people and processes into account when planning for disasters, they run the risk of not surviving them, writes SAKKIE BURGER, Managing Executive at Business Connexion.
Most companies prioritise the need for restoring IT in the event of a system breakdown. What they do not focus on, however, is what processes are in place to ensure the business can continue when automated or digital processes fail and specifically the role that employees have to play as they are ultimately the custodians of the processes that drive operations. It’s easy to, for example, provide a company with 10 seats to go and restore their IT systems and get them up and running again, but how do you accommodate a company with 100 employees that have just lost their premises in a disaster? This poses a different challenge and there are not many companies, providing disaster recovery in South Africa, that have the luxury of having that amount of space available waiting just to be occupied when there is a need for disaster recovery.
Although most companies are going the route of digitisation, manual processes still have a fundamental role to play. Take an airline, for example. If their electronic system for checking passengers onto the plane goes down, they have to have a manual back office process in place to perform this function. They cannot just ground the aircraft until the electronic system is restored. And herein lies the challenge: not many companies have these contingencies in place and they are putting themselves, their businesses and most important, their customers at risk.
While many organisations have these failover processes in place, they either do not test them regularly enough or their testing practices are inadequate. Many organisations have testing in place, but they perform a paper-based test. They see that there’s a manual process in place, the configuration is there and that it is documented, but that is where it ends. There is no actual testing from end-to-end by recovering on a piece of hardware and making sure it works, that the network is connected and that users can actually sign in and check the data. People tend to do disaster recovery tests to satisfy their auditors rather than making sure the business can continue to run in the event of a disaster.
There are a number of challenges in adopting an adequate disaster recovery strategy. The biggest challenge is the cost. You know you have to have it, but also that you might never need it. The second challenge is distance. What distance is the correct distance for you to have a disaster recovery site, particularly when you take incidents that could affect a broader geographical area into account? Here connectivity also comes into play, because the further away your disaster recovery is from your main site, the more expensive network constituencies become.
Possibly one of the biggest risks companies face is that, while they have disaster recovery processes in place, they tend to set it up on equipment that has become redundant or obsolete. In these cases companies have had to upgrade their equipment, so they use the new technology for their production line and then run their disaster recovery on the old machines. The challenge with this is that when they do need to do a recovery, they find that it’s not compatible or supported anymore, which means they are not capable of recovering core systems in reasonable timeframes.
DR often does not get the attention it deserves because it is an expenditure that is not really productive. That is why there is a trend to outsource their disaster recovery to a third party, where there is an agreement that they have to have the necessary equipment in place to ensure they can run your disaster recovery effectively and efficiently.
Companies that are either re-looking their disaster recovery strategy or implementing it for the first time, need to ensure that they understand which of their applications are the most critical as a first step. Some applications don’t need disaster recovery contingency and you can run your business without them. Interestingly though, between 5 and 7 years ago mail wasn’t deemed a high priority application. Today, that is deemed the first thing companies want to have recovered, because it has become mission critical to the running of their businesses.
Times have certainly changed
Companies must also understand the technology that is involved. You can’t just move a workload from a Unix platform to a Microsoft platform. You must ensure that the work breakdown structures and standard operating procedures and processes are documented, tested and updated at least twice a year. It’s easy to just write a process and file it away in a cupboard and do nothing further with it. It needs to be tested vigorously and on a regular basis. It’s not just about testing it, it’s about change management and fixing problem as and when you are presented with them.
Often change management is the biggest problem in disasters. A disaster happens because something changed and a change request didn’t notify the disaster recovery process of this change. If your disaster recovery manual is not up to date, it could significantly increase the amount of time spent to fix the problem.
Huawei Mate 20 Pro matches camera benchmark record
A benchmark by DxOMark sees the triple-cam handset tie with the P20 Pro for best smartphone camera on the market.
The Huawei Mate 20 Pro has come out top in a camera benchmark test that assesses all aspects of smartphone camera performance.
DxOMark, which conducts rigorous hardware testing and is trusted as an industry standard for image quality measurements, has just released the results of its in-depth analysis of the Huawei Mate 20 Pro smartphone camera.
The Huawei Mate 20 Pro is the Chinese manufacturer’s latest top-end device. Building on the P20 Pro’s camera technology, the Mate 20 Pro comes with a Leica-branded triple-camera setup, but swaps its stable-mate’s monochrome camera for a super-wide-angle module, offering a 35mm-equivalent focal length range from 16 to 80mm—the widest of all current smartphone cameras.
The handset is in direct competition with the Apple iPhone XS Max, the Google Pixel 3 XL, the Samsung Galaxy Note 9, among other. How does it fare?
“With a total photo score of 114, the Huawei Mate 20 Pro ties the record-setting score of its cousin, the P20 Pro,” says DxOMark. “The overall Photo score is calculated from sub-scores in tests that examine different aspects of its performance under different lighting conditions.”
The Huawei Mate 20 Pro achieves a photo score of 114 points. In stills mode, the Mate 20 Pro’s triple camera captures images with good target exposure and a wide dynamic range, recording both good highlight and shadow detail even in difficult high-contrast situations. Noise levels are well under control down to low light levels, and the camera’s white balance system and colour rendering settings produce a pleasant colour response in almost all circumstances.
At 97 points, the Mate 20 Pro is very close to the best for video as well, thanks to a fast and smooth autofocus system with good tracking performance, accurate white balance as well as pleasant colour rendering, and low levels of noise, especially in bright shooting conditions. Our testers also liked the exposure system’s ability to adapt quickly and smoothly to changes in illumination.
It was not all good news. DxOMark also had some criticism for the device.
Click here to read about the drawbacks of the Mate 20 Pro camera, and other positives.
SA car wins
The final stage of Dakar 2019 drew to a close at the bivouac in Pisco, Peru, and saw Toyota Gazoo Racing South Africa’s Nasser Al Attiyah and Mathieu Baumel bring home their South African-built Toyota Hilux for
The Qatari driver ensured his French navigator, who turned 43 years old on Thursday, 17 January, received a great birthday present, when the pair arrived at the final time control of Dakar 2019 with teammates Giniel de Villiers and Dirk von Zitzewitz in close formation. The two Toyota Hilux crews completed the entire stage together, as De Villiers / Von Zitzewitz waited nearly 55 minutes for the leaders to start the stage, in order to shadow them to the finish.
The emotions bubbled over for Team Principal Glyn Hall, who found himself without words as his two crews drove into the media area after the time control. “This victory was long overdue,” he finally managed, before being swamped in a sea of well-wishers.
The winning driver, however, was much more vocal: “We are so happy to win the Dakar – not only for ourselves, but also for Toyota and the entire Toyota Gazoo Racing SA team. Everyone has worked so hard for so long, and really deserve this. Thank you for letting us drive this car.”
Toyota Gazoo Racing SA led Dakar 2019 from the first to the last stage, with Al Attiyah/Baumel drawing first blood, before handing the mantle to De Villiers / Von Zitzewitz during stage 2. But then a disastrous Stage 3 saw the Qatari retake the lead – a lead he didn’t relinquish despite some of the toughest stages yet seen on any South-American Dakar.
“When we first heard that the rally was going to take place only in one country, we were skeptical,” said Hall after regaining composure. “But the organisers made sure that this year’s race will long be remembered as one of the toughest tests in the last decade.”
Al Attiyah / Baumel’s victory at Dakar 2019 means that Toyota Gazoo Racing has now won both of the world’s toughest automotive races – the 24 Hours of Le Mans, and the DakarRally.
Click here to read Glyn Hall’s comment on winning the Dakar Rally, as well as the rankings.