Integrating Preparedness Into Everyday Operations

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(No Transcript)
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Integrating Preparedness Into Everyday Operations

• Jeffrey Stern
• Vice President,Business Development

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Identifying the Goal
Productivity
Today
Disruptive Event
Time
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The Problem 3-Parts Cyclical

• Business Issues
• Change is constant
• Limited resources

• Technical Issues
• Change is constant
• Multiple infrastructures

• Social Issues
• Change is hard
• People forget

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Social Engineering

• Practice Teleworking, Not Disaster Drills
• Change-related issues mitigated
• Enables adaptive workflow, knowledge and tools
  are in place and operational

• Teleworking Goals
• 100 of workforce teleworking 20 of the time
• Culture Nothing special, just the way work gets
  done

The Telework Coalition
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Social Engineering

• Current benefits (not just in the event of)

A telework program pays for itself in reduced
real estate needs, increased employee
productivity, improved employee retention,
reduced absenteeism, and the opportunity to
recruit from a larger talent pool.
The Telework CoalitionTelework Benchmark Study
2006
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Technical Engineering
Technology Inventory
Assessing Resiliency
Applications Distributed? Accessibility?
Data Replicated? Frequency?
Hardware Redundant? Distributed?
Internet/WAN Multiple connections? Speed?
Security Unintentional barrier? Compromised?
LAN/Ethernet Replicable?
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VPN Are Not Ethernet
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Ethernet is Everyday
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Aim Above the Response Zone

• Ethernet Advantage
• No Behavior change
• Absorbs change
• Eliminates Remote Access
• Performance
• Universal applicability
• Universal compatibility
• Major cost benefit as everything rides for
  free
• Simple intuitive
• Everyday preparedness

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Thank You!

• Jeffrey Stern
• Vice President,Business Development

4962 Fairmont Avenue Second Floor Bethesda, MD
20814 240-880-4404 jstern_at_koolspan.com