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BECAUSE EVERYTHING IS ALL-TIME™

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AE_ChangeInApproachThe buck stops here – or does it?

Our recent white paper ‘Availability and the Bottom Line’ demonstrates there is no consensus over who should be driving the move to ‘enterprise availability’ – defined by 55% of the interviewees as “maintaining business as usual”.  Although the research[1] showed eight out of ten IT decision-makers recognise the importance of availability, the thorny question of who’s responsible for ensuring business as usual was less clear cut.

Almost a third (32%) overall saw availability as being part of the CEO’s role – rising to 40% in the UK compared with 23% in the Nordics and just 21% in France – while a similar proportion (31%) felt it is the job of the CIO. A mere one-fifth saw it as the responsibility of the CFO or COO (18%% each). Interestingly, there was almost a four-way split among Nordics respondents, suggesting that in this region senior management is expected to take a more collaborative approach on strategic issues.

However, the all-encompassing, strategic nature of such an organisational shift makes it nonsensical to suggest that this should be the preserve of a single department. Rather, the paper argues, it is time for the board to grasp the concept as a collective responsibility – and resource it appropriately – irrespective of who they believe should have the daily control.

Which CXO should be responsible for AE

Discover more about ‘Five considerations towards enterprise availability’ and how to achieve it.


[1] Research conducted by Vanson Bourne in July 2012 involving interviews with 450 IT directors in organisations with 250 to 1,000 employees in the UK (250 interviewees), France (100) and the Nordics (100) across a wide range of business sectors.

 

 

 

 

 

 

 

 

 

 

 

 

 

 


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