[2004-03-29] Join the Continuous Backup Revolution
Is Regular Backup Enough? Most businesses secure their information infrastructure by regularly backing it up onto tape. Some have gone further, enhancing their backup strategy with expensive disk arrays and mirroring. Whether an earthquake, a flood, a blackout or a hard disk failure should catch them by surprise, these backups would ensure the survival of their information. Should human or software error (which account for approximately 40% of all application-related disasters) corrupt their data, they would simply reach for a recent backup, which would help them back on their feet. But would simply having these regular backups stashed away someplace safe be enough?

[2004-03-19] Value-Driven Intranet Design
Within most corporations, taking ownership of an intranet is an unglamorous, exhausting, and thankless job for a new intranet manager. Many corporate intranets lack thoughtful, focused, and disciplined design and are often extremely large and unwieldy. Fixing these intranets can seem an impossible and futile task.

[2004-03-04] Enterprise ROI selling
IT vendors have accepted the fact that closing deals today requires proving that their products deliver substantial value. But, with some budget relief in sight for 2004, vendors may be optimistic about the return of the happy days of pre-bubble selling -- and they could abandon their commitment to ROI-based selling programs.

[2004-03-04] How to Quantify Downtime
Quantifying the cost of downtime can help you gain funding for technologies that enhance performance and mitigate downtime risks. Yet most organizations have a difficult time calculating the losses associated with downtime because of its complexity.

[2004-03-02] Managing IT According to a Hierarchy of Needs
The recent article written by Nicholas Carr in Harvard Business Review, "IT Doesn't Matter," spurred a huge debate in the press, with analysts, and particularly in budget planning meetings between the CIO and CXO-level executives. In this article, Mr. Carr asserts that IT is a commodity and as such offers little competitive distinction and therefore no competitive advantage. As a result, Mr. Carr suggests that IT investments be curtailed based on the lack of bottom-line impact which can ultimately be derived from such spending.