jonathan liebenau, phd london school of economics & columbia university
Post on 18-Jan-2016
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Corporate Intranets, Disaster Response and Business Continuity; Hard lessons about infrastructure and risk
Jonathan Liebenau, PhDLondon School of Economics
&Columbia University
Why an intranet!
The problems
Understanding the risks Varieties of response Assessing your readiness Adjusting intranet architecture Managing perceptions Accommodating regulators’
expectations
The Risks Valuing information and communication Types of disasters
Contained Major fire Electricity outage Targeted attack
Local Neighbourhood or district “lockdown” Hurricane, earthquake, etc.
National or regional disruption
The 1918 flu pandemic killed more people than the First World War
Mayfair and Canary Wharf on the Envt. Agency flood map
Flood in Chicago’s business district disabled many intranets for 3-15 days
Any of these might involve large scale loss of services from critical staff
London effectively evacuated on 7 July
The argument (1) Indispensable
Your intranet is likely to be an indispensable element of corporate communications and data handling.
The argument (2) Weak boundaries
The boundaries between your intranet and the networks of which it is a part, and indeed the whole world’s network of networks, is fading.
The argument (3) Realm of Exchanges
Infrastructure is a realm in which many forms of exchange take place.
Most exchanges look like communication functions
Some look like market relations All are governed by rules and norms
that provide enough stability to allow for predictability
The argument (4) Innovation is necessary
We must accommodate at least enough unpredictability to allow for innovation (or else our systems will stagnate until they are radically superseded).
The argument (5) Very high risk
A major disruption to your intranet can destroy a very great deal of value.
Networks need to be Diverse
At least two distinct pathways for every action Redundant
Duplication of very piece of equipment Transparent
End-users cannot detect transmission differences Manageable
End users can manage their own telecom services Scalable
A customer can increase or decrease the amount of data it transmits
http://www.nyc.gov/html/doitt/downloads/pdf/building_a_21_cent_telecom_infrastructure.pdf
Lessons from MARC 1
Risks perceptions ephemeral Coordination is an active function
that needs to be regularly practiced
Voluntary federated systems are govern by norms
They risk suffering “the tragedy of the commons”
Intra-organisational coordination is analogous to a “commons”
Govern the disposition of resources Distribution of responsibilities Norms and rules for a wide range
of property rights conditions and exchange
Intranets may be part of “critical infrastructure”
Guidelines for business continuity can be set by government Effort by the US Security & Exchange
Commission to set a 200 mile standard for backup sites
BSI comment on “walking distance” Any such regulation would be
disruptive
Conclusions
Intranets are elements of the network of networks
Risk perceptions change for infrastructure
We make commons work all the time. This is one we MUST make work!
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