Technical support is typically divided into multiple tiers that can also often be referred to as levels.  Most IT departments have accepted the practice of dividing their support analysts into 3 tiers/levels of support.  Tier 1 Support Agents deal with the majority of incoming calls to the help desk and create the trouble ticket that is to be analyzed/resolved.  Higher level (more complex) issues will be escalated to a Tier 2 (and possibly Tier 3 if necessary) Support Analyst.  Let’s talk about each tier individually and breakdown the functions of each.

Tier 1 Support

This is the 1^st line of defense and typically these Tier 1 Support Agents are the technicians responsible for gathering the users’ information, documenting the issue, and creating the trouble ticket for tracking/quality assurance purposes.   The more experienced Tier 1 analyst will also handle instances related to basic troubleshooting, password resets, application/internet navigation, and they will go over the basic troubleshooting techniques in order to determine what department/group should be assigned the issue.  Tier 1 analysts are generally young in their career/entry-level with typically 1-3 years of experience in IT.

If after the initial troubleshooting done by the Tier 1 Agent the issue cannot be resolved, the ticket will be escalated to a Tier 2 Support Analyst for more detailed diagnostics.

Tier 2 Support

These more experienced Support Analysts will start by reviewing the information and preliminary steps taken by the Tier 1 Support Agent.  Tier 2 Support Analysts are more experienced and generally have 4-8 years of IT Support experience, and many will be pursuing advanced certifications to strengthen their abilities.  They can quickly assess the situation based on this information provided and move towards resolving the issue.  At this level, more in depth troubleshooting occurs. These Analysts will have a more complex understanding of your specific hardware/software, network connectivity, and software related issues.  Due to their multiple years of experience troubleshooting/resolving similar technical issues on a daily basis they have experienced a wide variety of technical issues making them more familiar with how to resolve complex problems.  The Tier 2 team will utilize multiple types of diagnostic tools in order to take appropriate actions to fix the problem quickly.  This may include diagnostic testing, software analysis, software repair, hardware repair/replacement, and utilizing remote control tools to take over your system for the purpose of finding the root cause (and therefore a solution) to the issues a customer is experiencing.  If the Tier 2 Analyst has exhausted all their resources and the problem still persists, or if they determine it is an issue that they do not have the necessary level of access to resolve…they will then escalate the problem to a Tier 3 Analyst.

Tier 3 Support

The Tier 3 team is typically made up of more senior engineers that are specialized and often times they serve as the department’s SME (subject matter expert) on a particular area of the corporate IT infrastructure/software product suite.  These engineers are often highly certified holding accreditations like the MCSE, CCNA, CCNP, CISSP, and many others giving them a much more in depth understanding of how to manipulate and troubleshoot certain hardware/software issues in order to determine a solution.  Tier 3 Engineers are often called on to troubleshoot new/unknown issues with a particular device or application.  The average experience level for a Tier 3 Engineer is usually 10+ years allowing them an extensive background working with the hardware/software that is causing the issue.

The life of a trouble ticket can be unpredictable and sometimes even a simple situation like a username/password issue can lead to uncovering complex root issues that caused the problem in the first place.  The end result is always to resolve the issue as quickly as possible with as little downtime for the customer.  Utilizing the 3 tier support system allows a team to determine the proper course of action through a proven approach.  It can be frustrating at times, but rest assured that your issue is important and the IT Support Team is actively troubleshooting/analyzing this event.  They are not only working to solve the immediate problem for you fast and efficiently, but to hopefully ensure it doesn’t happen again to you or anyone else within the organization.

Alistair Cockburn, one of the initiators of the agile movement in software development, introduced this concept of learning in his book “Agile Software Development.”

The concept of “Shu Ha Ri”, is a Japanese martial arts concept that applies to the practice of learning, from beginner to the level of mastery. He wrote about three levels of practice: learn, detach, transcend and how we can apply them to our learning experiences.

Shu-Ha-Ri is a way to think about the levels of learning that we progress through as we gain knowledge about something.   The idea is that as in order for a person to master something they need to pass through three stages of growth.

• Shu: This is the beginning stage of learning where we follow and mimic the steps of others.    They focus on doing the task with knowing or worrying about the “why”.  This is a period of coping without adaption.

• Ha: The intermediate stage is the point the we begin to branch out. We gain knowledge of the “why” and start integrating what we have learned into our practice.

• Ri:  The mastery stage is a stage of continuation.   We aren’t  learning from other people anymore. We are learning from own experience and practice. We are able to adapt what we learn to their own experiences and circumstances.   This is also referred to as a state of flow, around some particular practice.

In my experience, I found this to be a true path when learning most anything.  First we start out by imitating and following, and then we move on to fluent mastery.

For example, a child learning to talk imitates the words other people in their lives are speaking not really fully knowing the meaning.   But then learning happens and the child begins to associate the word with real meaning, even though they only know how to use those words in a limited context.    Then more leaning happens (mastery) as the child begins to take the words they know and apply them to other contexts as they experience them.

However, I find myself at many different levels of learning for on a variety of differ things.    I can be a “Shu” on one practice, and “Ha” and “Ri” at others.   By the way, I feel like I have more “Ha” practices and very few “Ri” practices.

I am defiantly in the “Shu” stage on my golf game.  Just following the steps of my instructor, but still not really understanding the why’s of things like technique, club # , and such.  As compared to Roy Mcllroy’s performance at the U.S. Open, which undoubtedly classifies his practice as “Ri” (mastery).  (I don’t normally watch golf, but that was an exciting game!)

I will mostly likely never be a “Ri” at golf, so you might not want to pair up with me on the course if you’re looking to win.   But I am striving to get to “Ri” in my knowledge of other practices, such as team building, agile development, and intrinsic thinking.

So where do you find self in “Shu Ha Ri”?

You can find out more about this in Alistair’s book: Agile Software Development.

Since I am not proficient in all technology trends, the rising popularity of virtualization was not something I could quickly wrap my head around. When I hear the word “virtualization” I think of “virtual reality” games and training. Wikipedia’s definition of “virtual reality” is: “a term that applies to computer-simulated environments that can simulate physical presence in places in the real world”. So I then deducted that “virtualizing a server” was something along the lines of using a virtual server to do the job of a physical server when the physical one was not available. While I was happy with my conclusion, I had to know if I was right. I sat down with Doug Cottle, one of our Technical Analysts, and grilled him on the topic. It turns out, my assumption was fairly correct, and I got even more information on virtualization which I am glad to now share with you.

THE “INTERVIEW”

Christine:

Doug, there’s been a recent buzz in the business world about server virtualization. What does it mean to virtualize a server?

Doug:

Virtualizing a server is basically taking a physical server and creating an electronic version of it or a Virtual Machine.  A physical host server is setup that can run multiple Virtual Machines.

Christine:

Ok, so what are the major advantages of virtualization?

Doug:

Virtualization offers many advantages over running independent physical machines.  Many times software is spread across multiple servers not because of resource limitations but to avoid conflicts between the applications.  By virtualizing the servers you can run multiple servers from a single physical box.  For example: Instead of buying a physical server for Microsoft Exchange and another physical server for Blackberry Enterprise Server you can simply buy one server and set it up as a VM Host, then run the virtual instances of both the Exchange and BES from the single host.  Fewer physical boxes results in lower equipment and operation costs as well as conserving space through consolidation.  Virtualization also offers companies a way to implement redundancy without purchasing additional hardware.  Other benefits include: Simple backup and disaster recovery solutions, aid in testing and development, and to centralize server administration.

Christine:

Why do you think it is becoming such a hot topic now?

Doug:

Hardware resources (processing power/memory) have increased faster than software resource demand.  It makes sense economically to Virtualize.  Virtualization is a cost effective solution that has many great benefits and is easier to implement now than ever.

Christine:

Hmm, that is really interesting. Are there any disadvantages though that people should be aware of before virtualizing?

Doug:

Aside from requiring new skills that the current administrator may not have the biggest drawback to virtualization is a single hardware failure can bring down multiple servers.  If you have a VM host running four of you main production servers and the motherboard dies, your four production servers are now dead as well.  Of course with redundant systems in place it would not be an issue.  Having a single point of failure for multiple servers is probably one of the biggest items to be taken in to consideration when planning to virtualize.  Doing your homework during the planning phase will definitely pay off years down the road.

This “interview” with Doug really helped me fill in the gaps of my understanding of virtualization. I hope you feel better informed as well.

If you have any questions or would like further information about virtualization, please visit RSA Corp or email us at info@rsacorp.com.

More and more companies are considering working with a Managed Service Provider. Once they start doing the research and comparing all the different Managed Service Providers, they often get overwhelmed with all the different offerings. Loyal readers of our RSA Corp blogs have reached out and asked what they should be looking for in an MSP. To answer this question, I decided to pick the brain of Scott Gondesen, our Director of Client Services. After reading the following interview with Scott, you will have a much better understanding of what it takes to be a good MSP.

Christine:

What is your definition of a Managed Service Provider? What general tasks do MSPs perform?

Scott:

A Managed Services provider is an IT firm that engages to support your business using a mixture of technologies, people, and processes to keep your operations running as smoothly as possible for a predictable monthly fee.  An MSP assumes management of the day-to-day responsibilities for server and network administration as well as end-user workstation support.  Most MSP’s provide remote monitoring for proactively checking the health of the technology infrastructure on a 24x7x365 basis.  If a server or network threshold is exceeded, which could impact production, alerts are generated and fielded by the MSP’s Network Operations Center (NOC).  An engineer is then engaged to troubleshoot and resolve the issue.  A Managed Services Provider also provides a remote helpdesk for customers to call with IT-related issues.  The helpdesk will then initiate a remote control session to take over the user’s workstation for resolution of the issue.  Many MSP’s also include other value-added services as part of their fixed monthly fee, such as virus and spam filtering, web threat protection, managed backups, and other cloud-based services such as server hosting – all designed to shift the risk from the business owner to the service provider.

Christine:

I’ve noticed that some MSPs do not concentrate on disaster recovery and periodic testing. Is this something a company should want from their MSP?

Scott:

While some MSP’s include Backup and Disaster Recovery as part of their service, either through an onsite appliance, a cloud-based solution, or a combination of the two, others offer DR as an additional service fee and some do not address DR at all.  Disaster Recovery should be an essential component of your overall IT strategy, and it should be tested at least once a year or after significant changes to the technology infrastructure (such as deploying new servers or business applications).

Christine:

Should a company be interested in an MSP that offers vendor management?

Scott:

Vendor management is an important part of an MSP’s service offering, yet few engage to provide vendor management to the extent that it benefits the business.  When an application or support need extends beyond the MSP’s included service levels, a vendor must be engaged to provide support.  Some examples of this could be a failed PC that requires the manufacturer to repair, or a business application that requires specialized support.  In many cases, the MSP will tell the customer “it’s not my problem – you need to call X”.  The customer is then caught in the middle trying to determine which path to take.  A good Managed Services Provider will take the issue and run with it by contacting the vendor on behalf of the customer, and staying on top of the issue through to resolution.  This removes the burden from the customer and allows them to focus on generating revenue for the business.

Christine:

Is it sufficient for an MPS to handle all technology issues remotely only? Or is it preferred to get some onsite management and support as well?

Scott:

There have been great advances in remote support tools over the last few years, which is why the MSP market has shifted from predominantly onsite support to a remote support model.  Some MSP’s do not provide onsite support at all, unless required by a project.  However, most good MSP’s will provide a combination of remote and onsite support.  This allows the service provider to become familiar with the unique needs of the users, to better understand the physical layout of the customer’s facility, and most importantly allows for “face-time” with the customer.  The better MSP’s also layer in value-added consulting (virtual CIO) in addition to the back-end support, to ensure that the client’s business goals and IT strategy remain in alignment.

Christine:

What other factors should be considered before choosing to put all trust in a Managed   Service Provider?

Scott:

While the MSP market has become somewhat commoditized, selecting the right service provider is not a decision to be taken lightly.  Selecting the low-cost leader is often a recipe for disaster, as the old adage “You get what you pay for” holds true.  The most important factor in selecting a Managed Services Provider is to be an informed buyer.  Make sure that you understand the service levels being offered and how they measure up against the MSP’s who are trying to win your business.  Ask them to speak to relevant industry experience with your business type, and be sure to check references.  Some of the most common services should include:

1. Proactive monitoring and maintenance of servers and desktops – including application of patches, updates and hotfixes as well as scheduled maintenance such as disk defragmentation and cleanup of temporary files to improve performance.  Monthly reporting of monitoring data should be provided along with a summary of issues noted and recommendations to consider.
2. Daily backup monitoring and periodic testing to ensure that your data is secure and recoverable
3. Guaranteed response time – and monthly reporting metrics to quantify adherence to the service level agreement.
4. Network documentation – your service provider should provide you will all passwords to servers, routers, software license keys, and vendor contacts so that you are not “held hostage” by not having access to your server and network configurations.
5. Strategic planning – to help with budgeting for technology refreshes, and to ensure that IT initiatives remain in alignment with your overall business goals and objectives.

Christine:

Well Scott, thank you so much for your time. I’m sure your expert advice on what to look for in a Managed Service Provider clearly answered the questions of our loyal readers.

If you would like any further clarification, or have any other questions about Managed Service Providers, please leave a comment here or email us as info@rsacorp.com!

When talking “technology” among you colleagues and friends, who comes to mind as the man that started it all?  Would it be Bill Gates? Steve Jobs? Or maybe in your circle of friends it’s all about Linus Torvalds?  Well, in honor of Father’s Day, let’s think back even farther.  Back to the real “Father of Computers” and the man that in many ways really is the one that is truly responsible for kicking off this progression that has led to where we are today.  I’m talking (of course) about Charles Babbage.  He was given the title “Father of Computers” in 1970 by Daniel Halacy.

Charles’ life’s work was to create a machine (Difference Engine) that would replace the need for a person to perform the painstakingly tedious task of manual calculations.  At the time, it was a low-level mindless job function performed by a team of people referred to as “computers” because their sole job duty was to add and subtract (to compute) data.  It was terribly inefficient and there were many errors in the calculation.  Charles believed that a machine could be built to accomplish this task and replace the need for a large staff of unskilled workers performing basic addition and subtraction, and that the machine could be relied on to perform these computations more accurately at a much faster rate.  This (for all practical purposes) was the first time a machine would be referred to as a “computer”.  This was the mechanical offspring that earned Babbage the title “The Father of Computers”.

Charles Babbage gave birth to this idea.  He spent his life designing and redesigning this “Difference Engine” (mechanical computer) and it has gone on to develop quite a life of its own.  Did he know the impact this would have on the world?  Did he know that his mechanical offspring would go on to create the ideas and new offspring and one day there would be computers carried around in people’s pockets more powerful than anything ever imagined at the time?

As a father, I can’t imagine all the ways my babies will grow up and impact the lives around them.  I try to instill my values and ensure they are happy and healthy in childhood with (of course) the hopes that one day they grow up and realize all their dreams in life.  Every parent wants their child to succeed. We want them to grow and develop a great life in adulthood; but can we really imagine the impact our children will have on the world 20 or 30 years from now?  We would like to imagine we will still be around to see our babies grow to their full potential in adulthood and see the wonderful life we created making a positive impact on our world.  This unfortunately wasn’t the case for Mr. Babbage.  His Difference Engine would not be completed until 1991 (120 years after his death) and its first computation successfully returned a result with 31 digits, far more than the modern calculator.  He is quoted (referring to this Difference Engine) as saying, “Another age must be the judge” because he did not have the parts, nor the technology, to see his designs to completion.  The designs he created went on to form a life of their own and have, in turn, flourished and thrived to spawn advancements in technology far beyond his wildest dreams.  The basic architecture of Babbage’s machines is not much different than a modern computer.  The data and program memory are separated, operation was instruction based, the control unit could make conditional jumps and the machines had a separate I/O unit.  So in many ways, that he himself probably didn’t completely realize, he designed a machine that would become the basis for the modern computer and change the world forever.

Next time you’re talking “technology” with your friends and coworkers, see how many of them can actually recall who holds the title “The Father of Computers”.  Remind them that it was the designs and ideas of Charles Babbage that really started it all.

Happy Father’s Day to you, Charles  Babbage, and to all of you great dads out there!

Lean production techniques, just-in-time delivery and reengineered corporations have forever changed the rules of logistics management. Having what’s needed, when needed, and in the appropriate quantities has become more difficult and complex. And for those companies providing logistics services, the competition to attract and keep customers has done everything but become simpler.

Logistics is about service. Competition is no longer restricted to delivering the best and most cost effective form of warehousing, packaging, shipping, local delivery or other contracted services. Providers are now judged on how well their business models and back-office systems conform to and support the needs oftheir customers.

LogicSmart’s analysis of their clients’ needs led them to venture beyond the services they traditionally had been providing. Their industry knowledge and deep insights into the needs of their clients allowed LogicSmart to recognize areas where they could engage to significantly improve their clients’ processes; and in turn, gain both a competitive advantage and bind their clients more tightly through the uniqueness of their new service offering.

Many of the shipments handled by LogicSmart originate in plants in mainland China resulting in the need to track the shipment from the initial trucking company to export packing to maritime transport to US customs to intermodal trucking and potentially through a US over the road trucking firm to the final receiving dock.

To allow their customers to track these shipments, LogicSmart developed a specialized data acquisition and display application. LogicSmart’s application allows their customers to provide information on shipments to be tracked and the carriers that are being used. LogicSmart’s application then logs onto the web sites of each carrier in the logistics pipeline and acquires information on the shipments being tracked. This information is aggregated and stored in a database. Another component of the application presents the customer with current status and location of their shipment.

LogicSmart’s application simplifies tracking shipments. Two shipments can leave the same manufacturing plant bound for the same destination at the same time but using entirely different carriers and yet LogicSmart’s application provides the same information on both shipments. LogicSmart’s application provides a straight forward approach to simplifying a very complex process and eliminates a large amount of manual effort in tracking goods from plant to final destination yielding more timely, accurate and usable information.

The benefit to LogicSmart is that they have been able to attract additional customers due to the value their customers assign to being able to more easily track their shipments as they cross the globe and pass from one transportation firm to another.

*We are using the name “LogicSmart”, as the actual company name is being omitted for the purpose of this story.

Let’s face it…everyone these days has a website.  It is estimated that over 75% of the worlds small to medium sized businesses currently have an active website.  These websites contain vital data to run the business, account numbers, client contact information, financial data, and an extensive amount of data that can be used for malicious reasons.  Even if your most sensitive data isn’t “out there” on the internet, these websites allow access to the systems on your network that DO house this data.

There was a time when hackers and identity thieves would prey on larger corporations going after a guaranteed target to find the information they needed, but today that is not the case. Small to medium sized businesses are a common target because more times than not these companies have the most accessible holes in their system for a hacker to exploit.  Even seemingly “secure data” can be accessed through other vulnerabilities in the system using wide variety of methods.  How secure are you?

If your company is connected to the internet you are exposed to some degree.  Security is so often overlooked, but with a recent increase in high profile cyber-attacks, companies are starting to realize how important their networks’ security really is.  The scary part is how vulnerable most companies are even when they think they have a fair amount of security already in place.  Unfortunately, security is often times one of the things we don’t realize how important it is until it is too late and how important it is to have frequent security audits/updates.

There are generally two scenarios to get targeted for an attack.

One is for an individual to decide they want to attack you.  There is not much you can do to stop this from happening, but there is definitely a lot you can do to prevent them from being successful.  With this type of attack, the attacker is more likely to take steps in order to minimize discovery.  The attacker could be an ex-employee, a competitor, or simply seeking revenge on your company.  Without an experienced administrator, this type of attack could easily go unnoticed.

The other scenario, and probably the most common, is to have a vulnerability in your network that is exposed by scanners.  Computers are constantly scanning the internet looking for machines that have unpatched vulnerabilities.  Basically…someone starts a program, when the program gives them results they use the information to exploit the system.  It takes no high level skill to perform this method which is what makes it so dangerous.  Often referred to as “script kiddies” in the industry, users can gain unauthorized access to a remote system without the high level of knowledge typically associated with hacking.  Once access is gained, damage is highly likely.  The attacker is doing it for fun. Their personal gain is the excitement, so there will be no regard for damage the company experiences as a result.  This is not only an issue for large corporations.  Many of these “script kiddies” aren’t hacking for any general purpose other than for bragging rights to their friends, so it doesn’t matter what size of organization or what damage they do.  Many small to medium sized businesses find themselves the victim of an attack such as this one because they don’t think they would be targeted.  That’s just the point though…everyone is a target and a potential victim and these cyber-attacks are becoming more and more frequent with small to medium sized businesses as the intended target.

Cyber-attacks cost companies, of all sizes, substantial amounts of money every day.  Unlike physical property, stolen digital data can be rapidly duplicated so the damage cannot be ‘undone’ by recovering the data.  The moment it is stolen there is NO getting it back, merely getting back one of the many copies of it.  The way in your system and to your data could be anything; a user account that was never disabled, common passwords, improperly configured wireless access point, a lost or stolen laptop, etc.

How are you handling your security?  Do you have a reputable partner with the proven experience finding (and correcting) these security holes in your network?  These attacks happen every day and if the proper measures aren’t in place along with the proper ongoing maintenance it is only a matter of time before your security has been breached.  There are many reputable firms that can perform the necessary security audits to find the holes before an unscrupulous hacker finds his or her way into your network to cause immeasurable mayhem.  RSA can provide security auditing services and the proper network management to ensure these vulnerabilities are exposed and corrected.  Even if you have an internal IT Team managing the network it is very advantageous to allow a 3^rd party to offer an unbiased opinion into how secure things really are.

Here are some of the basic guidelines.  Doing these things will help keep your information secure, but these are just the basics.

• Use strong passwords (alpha-numeric, 8 character minimum)
• Rotate passwords on a quarterly basis
• If a user doesn’t need specific access, don’t grant it
• Keep all security patches up to date
• Have a good firewall that is properly configured and keep it updated regularly
• NEVER use unsecured wireless
• Have Anti-Virus on ALL machines

Security is not just about the products in place, it is about the processes being followed and the attention to detail when auditing your network for vulnerabilities.  Having the proper processes in place will not only keep you ahead of the competition, but constantly monitoring your security keeps you one step ahead of the “bad guys” out there looking to wreak chaos for no other reason other than personal satisfaction.  So ask yourself…“ How secure are we, really?” Then call RSA Corp for a security audit and to ensure that your network is performing with the best security possible.  We can be your partner to keep you one step ahead of the competition.

Join RSA Corp, friends, and colleagues at this fabulous Agile Workshop by Mac Iver Group, LP on Monday, June 6th.

Duration: One Day

Class Size: 8 to 24 persons

Come Take An Agile Journey

Then this workshop is for you. Whether you are a project manager, business analyst, developer, tester, architect, product manager, team leader, business manager, quality control analyst, or simply “agile curious” this workshop is your chance to get some hands on experience with agile practices. Come roll up your sleeves and jump into a day of activities, exercises, and interactive discussions that will let you touch and feel agile practices and take them out for a spin.

The solution to Mary getting in trouble in the nursery rhyme, “Mary Had a Little Lamb”, is obvious and apparent; just don’t take that little lamb to school!  Sometimes problems in business seem as obvious and they are easy to fix.  Other times, not so much.  A manufacturing client of ours had an issue meeting commitment deadlines and getting their product shipped.  With RSA’s help, our client in the below, rewritten nursery rhyme was able to pinpoint the areas in the process that were causing the issue and utilize the custom app that we wrote for them to monitor production daily and meet their commitments.

Just as Mary got in trouble for taking her lamb to school in the nursery rhyme, “Mary Had a Little Lamb”, our client kept getting complaints from their customers because their shipments were not arriving on time. They turned to RSA to help them understand why they were missing their commitments and why their shipments were not meeting their schedule.

RSA Corp was glad to provide the solution to their problem. RSA developed a customized application for that examines each completed work order, analyzes promise verses completion dates, reviews the logic of how the product moves through the environment, and then determines why the commit date was not met. With our help, the client is able to identify WHY their business isn’t running smoothly and can take immediate action to correct it.

Mary Had a Custom App…

Client had a shipment date, 

Shipment date, shipment date,

Client had a shipment date,

They often couldn’t meet.

And every time they missed a date,

Missed a date, missed a date,

And every time they missed a date,

They had to face the heat.

They needed help from RSA,

RSA, RSA,

They needed help from RSA,

To get them back on time.

We made an app to show the way,

Show the way, show the way,

We made an app to show the way,

Their goods moved through the line.

And so they saw where they went wrong,

They went wrong, they went wrong,

And so they saw where they went wrong,

With timing on the floor.

Production now moves right along,

Right along, right along,

Production now moves right along,

And makes it out the door.

“Can a custom app help me too?”

Help me too? Help me too?

“Can a custom app help me too,”

Smart businesses do cry.

“Yes, they can help business improve.”

Business improve, business improve,

“Yes, they can help business improve,”

Is RSA’s reply.

When it comes to hiring new employees, the simple fact is that having a staffing firm locate candidates allows you to focus on other tasks besides hiring. However, working with a generic staffing firm may actually end up costing you more time/money. Such staffing firms are more generalists and try to place candidates in all kinds of industries.  Therefore, they tend to not have a solid understanding of ANY industry, including yours.

Many companies think that all staffing firms are fairly similar. Yes, they all find candidates to fill your open positions. HOWEVER, generic staffing firms typically have no working knowledge of specific vertical markets and are only recommending candidates whose resumes include the same words listed in the job description. Well that’s what you wanted, right? WRONG!

Sports Analogy

Let’s use the Pittsburg Steelers as an example. Let’s say that Head Coach, Mike Tomlin, needed to fill their Strong Safety position.  This is what Tomlin asks a generic staffing firm to find him:

• Position: Strong Safety
• Fast
• Strong
• At least 2 Super Bowl rings

To Tomlin, the youngest head coach in NFL history to coach in and win a Super Bowl, this list of qualifications would be enough to find him a Strong Safety. The generic staffing firm, on the other hand, will not know what is considered “fast” or “strong” as it pertains to the uniqueness of the Strong Safety position. They don’t know what a Strong Safety does for the team so they don’t know that their candidate needs to be really fast and agile to allow him to switch directions when chasing down receivers. The generic firm also wouldn’t know that, while the candidate needs to be strong enough to tackle a receiver once he catches up to him, he does not have to be the strongest player on the team. Therefore, the generic staffing firm submits a candidate who matches the qualifications listed…to the best of their knowledge.

Who do they submit? Ben Roethlisberger (the current quarterback for the Steelers).

“Big Ben” has average speed, is physically strong, and has 2 Super Bowl rings. Yet, at this point, Coach Tomlin switches from a generic staffing firm to a Specialized Staffing Firm. Why? The answer is relatively simple: a professional staffing firm that specializes in his industry, football, would see that “Big Ben” is specially trained to excel in strong accurate throws, defensive awareness, and leadership.  The Specialized Staffing Firm would submit “Big Ben” as a strong quarterback, but would realize he is too big and slow to be a Strong Safety.

Coach Tomlin will be much happier when the Specialized Staffing Firm submits Troy Polamalu (the current strong safety for the Steelers). Polamalu not only meets the written qualifications, but his incredible speed and sharp eyes helps him make interceptions which is a qualification that is simply understood when you are familiar with the sport.

This deep understanding of the industry allows Specialized Staffing Firms, like RSA Corp, to introduce companies to better qualified candidates in a shorter period of time. If you need to fill an important professional position within your company, beware of handing it off to a generic staffing firm as they might…. “drop the ball”!

Good luck to the Pittsburgh Steelers as they play the New York Jets this Sunday in their drive towards a 7th  Super Bowl Championship!

On the first day of Christmas,
My IT Partner gave to me
Business Support for IT.

On the second day of Christmas,
My IT Partner gave to me
Two security features (email and web)
And business support for IT.

On the third day of Christmas,
My IT Partner gave to me
Three Staffing options (contract, direct hire, contract-to-hire)
Two security features (email and web)
And business support for IT.

On the fourth day of Christmas,
My IT Partner gave to me
Four DR solutions
Three Staffing options (contract, direct hire, contract-to-hire)
Two security features (email and web)
And business support for IT.

On the fifth day of Christmas,

My IT Partner gave to me
Five custom apps
Four DR solutions
Three Staffing options (contract, direct hire, contract-to-hire)
Two security features (email and web)
And business support for IT.

On the sixth day of Christmas,
My IT Partner gave to me
Six SharePoint projects
Five custom apps
Four DR solutions
Three Staffing options (contract, direct hire, contract-to-hire)
Two security features (email and web)
And business support for IT.

On the seventh day of Christmas,
My IT Partner gave to me
Seven days a week of monitoring
Six SharePoint projects
Five custom apps
Four DR solutions
Three Staffing options (contract, direct hire, contract-to-hire)
Two security features (email and web)
And business support for IT.

On the eighth day of Christmas,
My IT Partner gave to me
Eight onsite visits
Seven days a week of monitoring
Six SharePoint projects
Five custom apps
Four DR solutions
Three Staffing options (contract, direct hire, contract-to-hire)
Two security features (email and web)
And business support for IT.

On the ninth day of Christmas,
My IT Partner gave to me
Nine tech employees
Eight onsite visits
Seven days a week of monitoring
Six SharePoint projects
Five custom apps
Four DR solutions
Three Staffing options (contract, direct hire, contract-to-hire)
Two security features (email and web)
And business support for IT.

On the tenth day of Christmas,
My IT Partner gave to me
Ten system integrations
Nine tech employees
Eight onsite visits
Seven days a week of monitoring
Six SharePoint projects
Five custom apps
Four DR solutions
Three Staffing options (contract, direct hire, contract-to-hire)
Two security features (email and web)
And business support for IT.

On the eleventh day of Christmas,
My IT Partner gave to me
Eleven blogs of info
Ten system integrations
Nine tech employees
Eight onsite visits
Seven days a week of monitoring
Six SharePoint projects
Five custom apps
Four DR solutions
Three Staffing options (contract, direct hire, contract-to-hire)
Two security features (email and web)
And business support for IT.

On the twelfth day of Christmas,
My IT Partner gave to me
Twelve IT services
Eleven blogs of info
Ten system integrations
Nine tech employees
Eight onsite visits
Seven days a week of monitoring
Six SharePoint projects
Five custom apps
Four DR solutions
Three Staffing options (contract, direct hire, contract-to-hire)
Two security features (email and web)
And business support for IT!

Happy Holidays from your IT Partner, RSACorp!

Kim Payne, Senior Project Manager at RSA Corp, discusses improvements on logistics and inventory tracking, especially for the Marine Industry and other similar industries.

Kim Payne, Senior Project Manager at RSA Corp, explains how customer portals adds business value.

The pilgrims came to America and it was a whole new world for them. They were unfamiliar with the environment. They did not know which plants were poisonous and which plants could be used for medicinal purposes. They had yet to figure out how to farm the local fruits and vegetables. They were not used to the new variety of animals that they had to hunt and cook in this new world. There was no way they would have survived the winter without help from a knowledgeable third party.

Thankfully, Squanto, a Native American from a tribe nearby, taught the pilgrims how to adjust to their new surroundings and make the most of it. With his help, the pilgrims were able to survive the cruel winter and continue their existence on North America. As Americans, we owe our current lifestyle to Squanto and his fellow Indians for helping our ancestors survive. We now show our appreciation for all that we have on the national holiday, Thanksgiving.

I think many would agree that the world of IT is just as overwhelming and exciting and complicated as America felt to the pilgrims. They made the voyage to America because they knew there awaited a better life for them, but once they arrived, it seemed to be a dreadful scary unfamiliar place. All they needed in order to prosper was some survival consulting. Similarly, your company can benefit immensely from the advice of an IT consultant.

A few ways IT Consultants are like Squanto:

Those are just a few similarities between the help Squanto provided and the help IT Consultants provide. Just as Americans should be thankful for Squanto and his tribe for helping them survive a new environment, businesses should be thankful for their IT Consultants who guide them through complicated IT environments.

Happy Thanksgiving from the RSA Corp family to your family!

RSA Corp, a Managed IT Support and IT Staffing firm, recently held a company “play date” to encourage mingling among departments.

The “play date” was held at the park across the street from the RSA building in Webster, Texas. A few hours at the end of a Friday was set aside for all employees to enjoy a washer tournament, a horse shoe tournament, and a free throw shooting contest. The winners even won prizes!

In between games, employees got to know each other over snacks like hot dogs, chili dogs, chips and dip. Such simple activities resulted in a huge morale booster!

We spend an average of 2,080 hours at work every year. Company bonding, comfortable open communication, and morale boosting are important to companies like RSA Corp so that each and every hour is productive and more enjoyable. Getting to know your fellow coworkers and managers in company bonding or team building activities not only improves personal relationships, but it improves syngery between groups or departments. Companies that focus on company bonding and morale boosting not only see better teamwork and higher productivity among employees, but they experience a lower turnover rate because their employees are more satisfied with their job.

Mutual Trust

The economic downturn forced companies and their employees to take a hard look at their loyalty and trust in one another. Many companies made budget cuts and decreased salaries. Their employees had to trust that the company would restore their salaries when the economy allows them to, and employers had to trust that their employees would continue working for them so that they could survive the recession and then indeed restore their salaries. During such a stressful time, the businesses that are still holding on are those that kept a positive attitude in the workplace and worked on keeping a high morale among their loyal employees.

The RSA “play date” really showed employees that they are appreciated for their loyalty and hard work. It also helped employees get to know each other on a personal/social level so that they will no longer be “just another face in a cubicle down the hall”. The personal relationships that formed, or were strengthened, that day will not only make the workplace more enjoyable, but it will lead to easier communication in the future. It was great having all levels of employees, from the president/CEO (George Black, pictured below) and all the way down, enjoy the day of games and snacks together.

Visit the RSA Corp Facebook fan page to see more pictures from our “play date” and to see what else we are up to. RSA Corp is proof that a company that plays together, stays together!

In the basketball movie classic “Hoosiers”, down one point with one shot left to win the game, the Hickory team’s assistant coach tells them to run the picket-fence play.  As they are about to take the floor, he says, “Boys, don’t get caught watching that paint dry!”

How many businesses have the best game plans that are well thought out, budgeted, best of breed yet fail due to just that notion?  Having a plan is merely the first step.  Execution is the key.  In these economic times, companies are looking all around at how they can do things better, faster, more efficient while looking at the bottom line ($$).

Hiring consulting firms to come in and do analysis of where you are and how to get where you want to go is very prevalent.  Amazingly, many organizations will spend much time and effort, using financial resources to pay for their game plan and then sit status quo.  Some will cry “foul” and blame the partner or firm that helped them put together said plan.  It is solely up to the individuals in the company to take what they invested in and implement and execute.

Technology is a driving force behind business everywhere you look.  Finding the right partner to enhance your organization’s presence in the marketplace is a valuable investment.  Having technology without a proper plan and a solid, measurable return on investment is in vain.  Utilize your technology partner to not only develop a plan but how best to utilize it and gain the most benefit from it.  Remember: “Don’t get caught watching that paint dry!”

You already know that you can get your e-mail by logging into a website on the Internet. What if you could also get word processing, spreadsheet or presentation software as well? Instead of installing Quickbooks and maintaining the database on a server located at your office, why not login to ClarityAccounting or Quickbooks Online and have access to your data from anywhere, anytime, within minutes? The ability to run a business with your entire server structure online is the embodiment of cloud computing. No more servers to install, manage, update or upgrade.

Leave behind the expensive software for which you purchase a license for each of your computers and instead pay for only what you need. One employee could work using the same software from any computer they choose without having to purchase and install the software on any of the computers. This saves potentially thousands of dollars in software licensing alone.

Server functions will become a thing of the past. File servers and backup systems are being replaced by companies like SugarSync, OpenDrive and Mozy. These services allow you to save to their server online as if it were a server in your office. If you need strictly backup services for your company, you could employ services from companies like CloudReplica. If your onsite server goes toes up, the operation will failover to the CloudReplica service. Once you have your server back up and running, you can replicate the entire system from CloudReplica to your new box.

Cloud computing is the future of IT. The technological advances in networking have closed the gap in long distance communications and makes real-time, offsite processing a reality.

RSA Corp, a member/owner of NPA Worldwide, is proud to announce therecent implementation of an International Contract Staffing model utilizing trusted NPA Worldwide affiliates in foreign countries.  The model offers a seamless, single point of contact for one of  RSA Corp’s  multinational chemical manufacturing  client.  After many years as a preferred partner, RSA Corp was tasked by the client to enhance the relationship on a global scale.

RSA receives the order for personnel and then engages the trusted member/owner partners of NPA Worldwide to do the search locally in the foreign location.  The NPA Worldwide member/owners are independent, locally owned and operated, successful staffing firms who possess intimate knowledge of the cultures, hiring practices, compensation requirements and common processes in their local market.  The member/owners have a mature database of local IT talent unmatched by international providers who depend upon branches and branch managers who may not be from the regions.

The local member/owner provides payroll services in local currencies, thereby alleviating the difficulties in currency exchange.  The local member/owner pays the consultant in accordance  with local country guidelines, and  then invoices RSA Corp who in turn consolidates all billing to the domestic client.  In so doing, the client experiences a reduction in administrative costs and avoids the hassles of currency exchange differences.

“We are very excited about the implementation of RSA Corp’s international model,” says the client’s IT&S International Director, “because the single point of contact for a search, and for invoicing and payments reduces our costs and streamlines our hiring of international consultants.  RSA Corp has been a trusted staffing partner for over seven years and this expanded capability will prove to be a valuable addition to their service for our company.”

For more than fifty years, NPA, The Worldwide Recruiting Network has been connecting independent global recruiting firms to facilitate split placements. NPA Worldwide is the oldest recruiting network of its kind, with an international membership of recruiting firms located throughout Europe, Asia, Australia, Africa and the Americas.  The code of ethics and the best practices of partnership shared by member/owners provide a trust basis that is unparalleled in the staffing industry.

Scenario 1

• Good Idea – Calling us when your computer is down
• Bad Idea – Calling a shrink when your computer is down

Scenario 2

Scenario 3

Scenario 4

Scenario 5

All businesses use a core set of technologies to support their business operations.  Larger businesses generally support several functional areas ranging from operational functions to accounting. Businesses rely on these technologies to increase their efficiency and improve their ability to scale and grow the business.  Many smaller and mid-size businesses rely on a core application, such as Quickbooks or Peachtree, to initially support their accounting, billing, and invoicing functions. However, the areas of the business which give rise to the need to create an invoice are often handled manually using spreadsheets and word documents.

So, what are the options when businesses reach the threshold and recognize that what is being used today won’t support the processes required for the business volume they hope to be achieving in the near future?  There isn’t a single clear cut answer for every organization, but there are several common considerations that should be examined in order to determine what is right for your company.

1. One very good option is to purchase off-the-shelf software built for your type of business.  When buying off the shelf, you should plan on implementing new processes that fit the software you are purchasing in order to obtain the maximum benefit.  Be aware that one size does not often fit all, so in more cases than not, you will need some level of customization to fill any gaps in the functionality you need to support your business operations.  It is important to go through a software selection process before making major investments in technology for your business. We recommend using a vendor who does not resell any off-the-shelf software. Instead, use a vendor who is familiar with the industry in which your business is engaged, who has an understanding of businesses processes and who is familiar with multiple types of software used to service your industry.  This allows your business to gain an unbiased opinion of multiple packages, the functionality within those packages, and how well they may suit your business.  It also allows for a gap analysis of each software and what customizations and integrations may be needed in order for it to be most effective for your company.
2. Another possible course is to augment your current software to provide better support for key processes.  Changing processes in any business is hard, so if you are pleased with your core software and there are few or no limitations to its supporting your future growth, it makes sense to investigate having software extensions designed and integrated with your core software to support your other key processes.  These areas can include mobile technology, integration of one or more of your current packages with a custom application designed to fill in the gaps, and web applications that further support your external employees and/or clients.
3. When it’s your processes that make your business unique and valuable to your clients, you don’t want to change your business processes to align with software. Or, if your business processes include multiple specialty industry segments, a custom application should be considered.  Custom applications capture unique processes across organizations, create a way for the company to work together to increase operational efficiencies on every level, and provide real-time visibility to clients via reporting tools.  If you are outgrowing your current system and are considering a custom application, make sure to use vendors who understand your industry, can analyze processes, and who have a track record of providing solid custom tailored software solutions.

Regardless of whether you decide to build or buy, make sure key stakeholders are involved in the entire process and engage a steering committee in your company to assist in making key decisions throughout the process.  Your level of commitment to providing information and working with vendors determines the success of your project.

Ken Uston was a famous blackjack player, strategist, and author, credited with popularizing the concept of team play at blackjack.  During the early to mid 1970s he gained widespread notoriety for perfecting techniques to do team card counting in numerous casinos worldwide, earning millions of dollars from the casinos, with some bets as high as $12,000 on a single hand. He then became famous for being banned from casinos around the world, and thus became a master of disguise as he would adopt various costumes in order to conceal his true identity and still be able to play.  He is also known for filing a high-profile lawsuit against these casinos, and successfully received a ruling from the New Jersey courts that casinos could not ban someone simply for counting cards at the Blackjack Table. In response, many casinos changed their systems, increasing the number of decks in games, or changing rules to increase the house edge.

In the widespread world of technology there are many players.  Most players are always seeking an edge, some by any means necessary.  You will find the occasional rogue who, fair or unfair, comes to market with the latest and greatest.  It may be the latest but is it the greatest as in great for the market and its consumers?  Competition seems to be the constant driver for all technology-based companies because technology changes so rapidly even faster than consumers’ needs at times.

What defines “The Edge”?  An edge could be a variety of options to the client.  Cost is always a variable in any economy.  No matter what model you follow, R.O.I.  (return on investment) should be a foundation.  We’ve all heard the phrase, “You get what you pay for.”  That usually rings true ONLY based on the expectations set before said purchase.  In selecting a technology-services provider, a company may go with the most cost-effective vendor. Disappointment may follow in that the vendor is just a body-shop who provides no further intrinsic value.  Therefore, you get what you pay for.  By reviewing several vendors with defined metrics, a company may not find that the cheapest or the vendor with all the “bells-n-whistles” is the best return on investment.  They may just find that the most costly option, while higher monetarily, has The Edge because they are the best fit for their needs.

The rules in business are definitely changing.  Vendors and clients alike need to be on the watch for The Edge.  Competition is healthy.  Always be on your guard.

• Bad Idea – Hiring just ANY recruiter to quickly fill your IT openings
  

Scenario 2

Scenario 3

Scenario 4

Scenario 6

• Good Idea – Keeping the manual that helped you install your software
• Bad Idea – Keeping tech guy Emanuel who helped you install your software

Scenario 7

• Good Idea – Choosing RSA Corp for all your Managed IT Services and IT Staffing needs

• Bad Idea – Choosing anyone else!!!!

So if you’ve kept up so far, you can see that virtualization is a major project, but extremely powerful and worthwhile.  You can realize some great benefits, and open up some additional functionalities that you would never have under the traditional “add another box” model.  The desktop versions give you a great starting point to learn about virtualization, and maybe test some new functions that are available in a safe, non-intrusive way, without the expense of building and maintaining a separate sandbox environment.

So now you’re at the next level.  You’ve decided that virtualization is a great fit, you’ve done the math proving the ROI, and you are ready to take your network to the next level.  What’s next?

The first question is, when is the best time to do a virtualization?  Here are some great guidelines:

• Find a time that your business is in a natural “lull” – not much is going on in the field or the office.  For construction companies, wintertime may be the best fit; for schools or education companies, summertime is better.  Christmastime is a great fit for many companies (or, for retail companies, the lull after the Christmas rush around the end of January).  The key point is to make sure that if things do go wrong (always plan on the worst case), you can reduce the financial impact on your business.

• Find a time that coincides with the natural rotation of your equipment. Typically this is around the three- to four-year mark.
• Make sure that your users can be without services for a while – during the migration process, it is preferable to keep users off the server.  From a business perspective, this usually means a weekend migration; if you choose this route, be prepared for overtime costs (time and a half or more for hourly employees or contractors, pizza and other “incentives” (bribes) for your team.  Some implementations will minimize downtime, but it’s always a good idea to plan for the worst.
• PLAN, PLAN, PLAN!!!! Planning is key in any major project.  Be sure to identify milestones to minimize the impact on the business, and give yourself some wiggle room – as with any major implementation, things can (and do) happen that will slow you down.  In a recent deployment, we found out when installing the new servers that the electrical system was old and underpowered, and not able to handle the load of the new equipment, requiring the services of a trained electrician.  The extra work delayed us, but because of proper planning, we were still on schedule, and met our client’s completion date.

The second question is, what should I virtualize?  The easy answer is, “Virtualize everything!” – that is not necessarily the correct one.  Here are some pointers on what servers you should (or should not) virtualize:

• File servers, print servers, and other non-critical servers – This is a no-brainer.  These servers are easy to virtualize, and don’t do much other than send out files or services to users.  Virtualization has a big win with this server type; a couple key strokes can add storage space to the server, and an errant file/system (or an infected file/system) can easily be restored.
• Domain controllers / Directory servers – Not as much of a “no-brainer” as you would think.  It’s always a good idea to virtualize a domain controller, as long as you have a domain controller on a standard server as well.  This practice makes sure that your users can still log into your computer, even if the VM server needs to be restarted for whatever reason.  The external server can be any old server (provided that the server still works and can run the OS), and generally only used as a domain controller and centralized management console, if applicable (VMWare’s vSphere console or Microsoft’s Virtual Machine Manager, for example).
• Application or database servers – It is highly recommended to virtualize application servers – the increased processing power alone makes the endeavor worthwhile.  However, check with your application’s vendor before virtualizing.  Some applications, especially those that rely on older technology, have issues with virtualization, and the vendor may not have approved the application for virtualization.
• Network services – Ask ten techs this question, and you will get eleven answers.   My opinion is to place critical network services (such as DHCP) on the external DC mentioned earlier; if the VM crashes, you will have easy access to the management tools of the host server without having to statically set your IP.  However, either configuration is fine.
• VoIP servers – Many business are exploring the wonderful world of Voice over IP, the next generation of telephony.  In a nutshell, VoIP uses the same network as your computer to make phone calls, using a VoIP server (instead of the traditional PBX system) to process calls.  I would heavily advise against virtualizing a VoIP server in a production environment:
  • Most VoIP servers use a telephony card to contact the outside world (read:  a modem card to plug the phone lines in).  It is technically possible to place this card in the host server, but if that card fails, you will need to bring down
  • If you have a pure VoIP provider (Vonage, for example), you don’t need a telephony card.  However, if your host server fails, you will not be able to call your customers and tell them you are having computer problems – ironically, because you’re having computer problems.
  • Having said that, I would recommend setting up a backup VM – if your phone server fails, you can easily move to the virtual server while the main server is being fixed.
  • Web servers – You can safely virtualize web servers, but you will need some additional configuration steps to ensure your Web server is safely in your network’s DMZ, rather than on the internal servers.

Stay tuned for the next entry, where I’ll go over the infrastructure that will be the best fit.

My previous post reviewed the basics of virtualization and a brief history lesson.  I also included the basics of the cost benefits of incorporating a virtual environment at your business.

To briefly recap, make sure you look through your expenses to see if it’s the right fit, before taking on any project of this level.  I would highly recommend getting a professional (like RSA Corp) involved who has the experience to make sure your implementation goes smoothly.

So let’s start with some of my recommendations.  I’ll start with the desktop level, so you can have some experience under your belt before moving to the server level.

First, let’s take a look at some of the things you will need:

• A working computer with a lot of RAM.  On a desktop, a virtual machine will share the memory with the operating system.

• Extra disk space to use with your new VMs.  On-board hard drive space is ideal, but a USB drive will work in a pinch.

• ISO files of the operating systems you wish to install.  ISO files are digital copies of the operating system, which historically were used to burn a copy of the OS directly to a DVD/CD for installation in another computer.  In the virtual world, ISOs can sit in a centralized store, so you don’t have to find them later.  Linux distros are commonly delivered in this format.  Windows ISOs can be downloaded from Microsoft (be sure you have the license key), or you can use a tool like MagicISO Maker to create your own (many of these tools charge a nominal fee for the program).
  • If you are not comfortable creating an ISO (or can’t find them), but have the original Windows CD/DVD, you can use that as well – just be sure you don’t lose it.
  • A bit of patience – this is a new way of doing things.

Here are some great programs to start on your path to virtualization:

Next up:  Taking the dive into server virtualization… bring a wetsuit….

One of the most exciting developments in recent years is the concept of virtualization.  Once thought of as a tool for the large enterprise, recent developments have made the possibility of running multiple computers on one physical host affordable and attractive to the SMB market.

First, a history lesson…..

The concept of virtualization began back in the 1960s, when IBM started working with the concept of running multiple processes on the same equipment.  Powerhouse machines easily cost hundreds of thousands, if not millions, of dollars, and an idle computer could be extremely costly to maintain with no benefit.  To get the biggest bang for their buck, IBM engineers found a way for a computer to do multiple jobs at once; a mainframe computer could calculate a budget and collate a customer list at the same time, and the processor would have a much shorter downtime.  Many of these concepts were incorporated into new chip designs, but largely the concept changed into the concept of “multitasking”, which we use to this day.  (AT+T advertises that on the iPhone, you can surf the Internet and talk on the phone at the same time, but I haven’t found much of a use for it yet.)  The concept of virtualizing a computer largely faded in the 1980s and 1990s, as computers became more affordable, and we didn’t worry as much about system idle time (not downtime, where your IT guy runs around like his hair is on fire).

Fast forward to today – the year 2010 (or is    that the temperature here inTexas?), when we are  once again trying to maximize our computer  investment.  Computers are still a cheaper    resource compared to their distant IBM  ancestors, but they are more critical than ever.    In 1965, if your computer crashed, you called the  repair team, and your employees moved on with  their work – it was mostly manual anyway.  In  2010, if your computer crashes, that team member comes to a screeching halt – if the server crashes, your whole business comes to a screeching halt, and the costs start adding up.

In addition (and I’ve seen this with more clients than I’d care to admit), growing business got into the issue of “server creep” – they outgrew a server, or needed one for a new initiative, and simply bought another one.  Before they realize it, they are supporting six or seven individual servers, on different hardware, all draining the same amount of power, and slowly increasing the power demands on the business.  The electric bill goes up, the heat from the additional servers go up, and before you know it, money is being thrown at electrical upgrade, air conditioning, and space.  A short-term decision suddenly became a costly maintenance item.  Take a large company like HP, Coca Cola, or even the US government, and the costs start increasing into the millions.

Then came virtualization, a way for one powerful machine to act as many smaller machines.  Large companies could shrink down their farm of servers to a few boxes, and run faster, using every last bit of processing power available to them.  In large environments, the cost savings was immediate, and easily justified the big dollars paid to the virtualization companies to take advantage of this new technology.

However, the smaller companies didn’t have as big of a benefit, and many wrote it off altogether.

Until VMWare came along, and turned the industry on its head.  Again.  But I’m getting ahead of myself.

Let’s look at the benefits and risks of a VM environment, in general:

• Maintenance cost – Maintaining a server is a costly exercise.  Taking out the usual maintenance (updates, service packs, log reviews, etc.), the cost of electric for a typical server is about $520/year, and puts off about 1700 BTU/hr in heat.  In an environment with six servers, for instance, the cost is $3120/year, and averages about 10,200 BTU/hr in heat, which you need to keep chilled.  Take that same environment, put in a highly reliable and beefy server, and you can reduce the costs to $2180/year for electric, and only 7,160 BTU/hr to keep chilled – your AC isn’t working as hard, and you will get more life out of it.  These are very rough numbers for examples; every situation is different, and they are actually on the low side of the potential savings.

• Management cost – Servers need to be maintained.  Routine servers can be accessed through an SSL, RDP, VNC, or other connection for maintenance, but what if you need to restart the server?  Before I got involved in virtualization, if we had a server crash, I would need to drive two hours to our colocation facility, research and fix the issue, and drive two hours back – I lost four hours each time the server crashed.  In a virtual world, that 4-hour round-trip affair is gone – as long as I can get into the physical host (the beefy server running my virtual machines), I can restart the servers easily, and usually faster than the old-fashioned hardware reset.

• Decreased downtime – I addressed the major issue with downtime above, but here’s another example – let’s say my server got a virus (happens to the best of us, sorry), and crashed my system.  On a traditional system, I would need to pull backups and restore from the tape archives, a dicey and time-intensive process; if it doesn’t work, I need to reinstall the server from scratch.  In the virtual world, I can fall back to a previous “snapshot” of my server, and have it up and running in minutes.  If, for some reason, the snapshot fails, I can reinstall prepared images of the server to cut down on the rebuild time – instead of staring at a computer for an hour waiting for the software to reload, I can have my server back up and functional with a few clicks.

• Conservation of resources – When virtualization was first introduced, the concept was to maximize the use of the processors.  As I gained more servers, I had more servers with idle time – some servers would be at full load, and some would be at 10% load if I was lucky (especially with Web servers).  With a beefy server, my processer will be utilized more, and if Server A uses more than I planned, a few button clicks can give that server another processor, more memory, or whatever it needs.

• N-level flexibility – Higher-end servers get better parts, just like an Infiniti will have better parts than a Hyundai (was thinking Yugo, but I didn’t want to date myself).  More parts means more options.  Need a dedicated Ethernet port for a server?  No problem, the big server has four, and only one of them is being used right now.  Need more memory/processors?  Just click here.  Need to configure three machines on a VLAN, and the fourth in a DMZ?  Use this wizard.  The possibilities are only bound by the server, but this is a much better server than you’ve used in the past.

• Ease of transfer – Congratulations, you’ve used your server for three years, and Bob Johnson just got the biggest account of his life, so your business just doubled overnight.  Under the old system, you would have to add more servers (more cost, more heat, etc).  Under virtualization, you can over-spec your VMs (not really recommended, but a short-term band-aid), and when your new server comes in, just move the files from one server to the next.  Nothing has to change except when you want it to change.

• Sandbox – My kids have spent hours in the sandbox, or on the beach, playing with new ideas on castle construction and sand-shovel irrigation projects.  When they’re done, Mother Nature erases their projects, and makes it ready for the next little dreamer.  VM sandboxes are the same – you can test out the new server, toy, etc., in an isolated mode, and do virtually anything you want – when you’re done, click Delete, and the VM is gone.  Much better than hoping the old desktop in the back of the broom closet can run Exchange 2010 before you have to install it live for the entire company.

And now, the risks:

• Costs – High-end servers are pricey.  Just be sure to figure the ROI over the length of the usable life (no more than four years – I prefer three).

• Single point of failure – If a virtual server dies, a few clicks restarts it.  If your physical host dies, you’re dead in the water.  Large companies have failover configurations to prevent this.  We recommend a failover configuration, but realize sometimes it’s just not feasible.  Just be sure to get the warranty coverage – Dell offers some great coverage on their servers (for the record, I’m not a Dell fan, but I have to recognize excellence when I see it).

• UPS (Uninterruptable Power Supply) – Maybe you held off on getting the backup battery.  Don’t even think about it with a virtual server.  While the system is very resilient, the VMs themselves are nothing more than files, and you want to be sure they are shut down properly.

• Management tools – Do a search on the Internet, and you will find a virtual cornucopia (I bet a friend of mine I could use that word in conversation) of information and trialware of programs to manage your network; some are free, most cost money.  Be careful when looking at these programs – many of them are bloatware that you will never use, and mimic some of the tasks you can do for free.

There are some tools to get you started on your way to the world of virtualization, but I would recommend discussing your needs with a computer professional before signing that big check.  You can also start on your way with virtualization now with some of your old equipment, to get you familiar with the benefits and caveats of a virtual environment.

Next time – a couple of my VM recommendations, and things to consider on your new path.

As a Consulting CIO, I’m called on by clients to assess the fit of their technology to the business. Quite often this follows a change in company management, a significant change in the business model, or both. At this point, the relationship between the technology staff and business management can be under strain. Typically, business management believes they have worked to align their technology staff with the business’ needs to little or no avail. That’s when company management reaches out for help.

As you might expect, these assignments begin with discussions where company management expresses their dissatisfaction, confusion, and frustration with the performance of their staff. They then ask me to render an opinion on how the technology staff engages with the business, on the staff’s workload, and on the fit of the staff’s skills to business needs.

The good news is that we’ve typically found the staff to be conscientious and focused on providing support for the business to the best of their ability. Our disconcerting finding is that those responsible for managing the technology are disconnected from what business management wants from the department.

An important step in our process is to interview the staff to determine what they think their responsibilities are, what management expects from them, and how they are evaluated. The same questions are asked of management and the business function owners.  The answers quite frequently paint pictures so far apart that you could legitimately ask if both groups came from the same company.

How can this happen? Both business and technical management speak English, so why is it so tough? In some respects, it seems that those responsible for managing technology just don’t believe the business side is serious about evolving the business. This is the challenge: just when is management truly pursuing change? It’s a bet-your-job question.

When we’re invited to consult, business management is actively seeking an open and informed dialog. But the discussion is not about technology; it’s about management, processes, and user needs. Not servers, databases, Agile, or any specific technology. Business management seems to be willing to trust the technical decisions to the technology staff. Is it unreasonable for company management to want a conversation with technology management and staff that gives them the confidence that their business needs and direction are understood, accepted, and being addressed? I don’t think so.

I’ve been asked this question a lot recently – what is the value of working with an IT managed services company? I’ve heard several business owners, clients, and end users ask about the benefits and risks of having a company of IT geeks come in and manage their computers, network, software, and anything else that runs on electricity.

First, a disclaimer: Yes, I work for an IT managed services firm. No, I have not always worked for an IT managed services firm. Yes, I have contracted an IT managed services firm before. No, it wasn’t a pleasant experience. Remember this as you read on.

I used to be an IT manager for a geographically disperse, highly profitable company in the Midwest, focusing on retail, wholesale, and commercial services and distribution, as well as manufacturing. In practice, that meant I was the Level 1, 2, and 3 support person for an entire company of 250 users, across five Midwestern states, with only one other associate working with me. Trust me, I was busy. I spent quite a bit of my time traveling to distant sites, working on end user issues, and supporting our infrastructure, frequently from the road or from another location.

An associate of mine recommended an IT Managed Services company. I agreed, and brought them onto a 20-hour retainer for the next calendar year. The firm was friendly, but had a dreadful follow-up – I asked them for help on only two issues, and to date, only one was ever answered. I didn’t renew, and continued for the next few years running around trying to keep up.

I made a mistake. However, the mistake wasn’t necessarily the IT company I selected. Those lessons are what I would like to share with you, so you can make an educated decision on whether IT managed services is right for you.

Here are my top considerations:

• Be realistic about who is supporting your infrastructure. Some companies have Bob or Alice, who is the office resource in case anything breaks. Bob (or Alice) will come and take care of you – never mind that Bob is the CFO, and Alice owns the company, and have more critical issues than printing. If your entire network consists of three PCs and a printer, that may be fine; others may need to pass it off to someone else. Whether Bob is the CEO or receptionist is irrelevant; how much of his time is being devoted to IT issues is what’s important.

• Be realistic about your personnel needs, and what you can afford. Good system administrators are hard to come by these days, and they are not cheap. If you have a smaller, brand-new infrastructure, a system admin fresh out of school may be a great fit. If you have had your network for a while, or if you have unique setups in your network, a more seasoned veteran may be a better fit. If you already have an IT staff, and he is typically working 60+ hours a week, a newbie system admin may be a good fit to alleviate the load.

• Be realistic about your security. Any new hire into your organization will be entrusted with your most sensitive data. Be sure anyone you bring in has a reputation for excellence and ethical behavior with your infrastructure.

• Know what to expect (and what not to expect). Any system administrator needs to have a clearly defined role. I’ve seen admins brought into companies, where the role wasn’t defined, or the restrictions made the position a failure before the first day of work.

Based on these considerations, here are the top reasons why an IT managed services firm like RSA Corp (yes, I am biased) are a great fit for so many clients:

• Be realistic about who is supporting your infrastructure. RSA Corp’s Technical Assistance Center is a phone call away, and anyone can call (or only one person can call, it’s your choice). Our ENCOMPASS agreements allow for complete support of your infrastructure, from the most complex servers to the simplest desktops, including provisions for on-site support as needed.

• Be realistic about your personnel needs, and what you can afford. Most companies cannot afford their own IT staff, or have an IT person that is not prepared for the tasks ahead. RSA Corp’s TAC team is fully trained on a wide variety of platforms, including Windows, Linux, Mac OSX, and Sun Solaris; our training is open-ended, and always in development. Further, the average RSA Corp technician has 10 years’ experience in supporting diverse environments. Most importantly, RSA Corp’s clients are backed by a team of technologists with direct access to all the major manufacturers, not just “the IT guy”.

• Be realistic about your security. RSA Corp’s interview process for the TAC team is handled by RSA Corp’s Staffing division, which includes careful screening of potential clients to ensure that any environment we go into will remain safe. RSA Corp knows that anyone on the TAC team will be RSA Corp’s representative in the field, and we will ensure that the face is always pleasant, and working in the best interests of our clients.

• Know what to expect (and what not to expect). Any new client of RSA Corp has a detailed proposal and contract which shows exactly what our expectations will be – no surprises. If surprises do come up (something is not covered due to virus infection, accidental erasure, etc.), we have options for prepaid hours to make sure your business doesn’t suffer.

I think RSA Corp is a great firm, and a great fit for many clients, if you make them your partner, and a true extension of your business model. Don’t make the mistakes I made – talk to people and learn more about IT managed service firms that are out there. Discuss with other business partners, with team members from other IT firms, and your own team members.

I would love for you to come to RSA Corp, but that’s just me….

Stephen Sweeney, Chief Operating Officer at RSA Corp, points out the current business trend of switching to managed IT support and explains why this option is becoming increasingly popular.

Stephen Sweeney, Chief Operating Officer at RSA Corp, defines managed IT support and explains what a business should expect from an IT service provider.

Episode #21 – Stephen Sweeney, COO at RSA Corp, lists and explains the three points that a business should focus on because they, if done well and consistently over time, will make your business grow.

Episode #19 – Stephen Sweeney, COO at RSA Corp, discusses the five areas that RSA Corp focuses on when using technology as a tool to build a better business.

Episode #13 – Stephen Sweeney, COO at RSA Corp, breaks down the risk analysis process into five key areas of business risk and explains how to reduce these risks. Find out what the five areas are and how to avoid these unnecessary business risks.

There is no fool-proof way to find new clients. Any business development resource or salesperson will tell you that. There are, however, some approaches that work better than others. We at RSA Corp believe that referrals, which come in different forms, are the best way to find new customers for most B2B businesses.

There are three kinds of business referrals: customer referrals, personal referrals, and professional referrals. Let’s focus on customer referrals.

Customer referrals come from customers who are willing and able to make introductions to other potential buyers of your service. In order for a customer to refer you business, you must have earned the privilege.

WHAT Must You Deliver?

First and foremost, you must be delivering a quality product or service. If you are not, then most likely you know that you can’t ask for referrals and if you did, you wouldn’t receive any.

• Quality is the focus of many books and methodologies. Let it not be forgotten that quality has ramifications on business growth, and that business growth is limited by poor or substandard quality.

• You should be collecting customer satisfaction metrics and feedback on your service. You will stub your toe and catch an earful if you ask for referrals from a customer who is less than satisfied. Ideally, your customers should be raving fans. This is where you set the bar.

WHO Must You Ask?

Second, you must consider who you will ask. Will you ask the decision makers, or will you expand the referral program to end users? Will you offer something in return? Discounts towards future business? Referral fees?

• Different individuals within the customer’s organization have different motivations and can provide referrals at different levels. Not better … just different. The owner may know other owners. The procurement team may know procurement resources at other companies. End users may be able to provide leads that have to be pursued over a longer period of time.

HOW Must You Ask?

Third, you must consider how to ask for customer referrals. Like most things, you need to be specific about your request.

• Do not leave it open-ended or ambiguous. Provide examples of how customer referrals have worked in the past. Explain how the referral would benefit both the customer and the vendor. Base the request on their satisfaction, not your needs.

WHEN Must You Ask?

Fourth, consider the timeframe. While asking for referrals should be a standard practice, what is the schedule? Quarterly? Annually? At specific milestones in the relationship, such as delivery milestones or product shipment? Every business is different.

• I would caution you not ask for referrals at the same time as when you gather customer satisfaction feedback. This will make your quality assurance (QA) process seem disingenuous.

Most importantly, your approach should be soft and gracious.   Show how appreciative you would be for a referral, and that you will not be disappointed if they cannot provide a good referral.   No pressure!

• You do not want to turn a happy customer into a customer that avoids you because you pressure them for referrals.

In sum, asking for customer referral is not simple and should not be addressed haphazardly. Do not leave customer referrals up to chance and variation.

See the complexity and nuance? As such, business owners and managers should develop a well-thought-out customer referral program for their sales teams. Be sure to address product and/or service quality and customer satisfaction at the outset.

Episode #2 – Stephen Sweeney, COO at RSA Corp, discusses how small businesses can get more value out of their technology investments and how managed services can help small and mid-market companies reduce technology costs and restore peace of mind in the business.

Business continuity is the investment made by a business to be proactive in avoiding the risks associated with a disaster. Typically, this investment is an operating expense that serves as an insurance policy on an ongoing basis.

Disaster recovery is the plan associated with the reaction that follows a catastrophic event that disrupts the productivity of a business. This type of investment is more difficult to manage because it’s a “in the event of” plan that can easily fall through the cracks if not kept up with.

The two most important aspects of a DR plan involve sound, comprehensive planning and regular testing intervals that ensure the overall effectiveness of the plan. The most effective strategy is to give ample attention to both – mitigate risks as much as possible and have a solid plan to address the unforeseen.

Why is it so important to prepare for disaster now when Hurricane season is months away?

Given the geographic area that we live in, hurricanes stay top-of-mind when businesses think of a “disaster.” The truth of the matter is, several events occur each year within the walls of a business that could potentially serve as a disaster:

o Loss of mission critical data

o Power or hardware failures

o Disgruntled employees

o The list goes on…

The most important question to ask is whether or not your business can survive in the event of the unknown – and not knowing the answer to that question is just as dangerous.

Business continuity is too expensive for SMBs. What options do I have?

This is a common misperception among small to mid-sized businesses for a variety of reasons. The first is the lack of knowledge in terms of what options are available. The second is the possible impact on the business by failing to implement a proper plan.

Technology has evolved over the years to the point that what was once extremely expensive to purchase and manage is now far more simplified and cost-effective. In addition, several of the products and services associated with BC and DR have become commoditized, which drives down cost and creates a more affordable solution set for business owners.

Learn more about these cost-effective solutions in other blog articles.

Colocation – Disaster Recovery Toolkit: Business Must Go On…DR & Colocation

Online backup solutions – Disaster Recovery Toolkit: Knock, Knock. Who’s There? Your Data

Email Continuity – Disaster Recovery Toolkit: Can your Email Server Weather the Storm?

Sometimes purchasing new technology for your business can be like embarking into alien territory. A copy machine doesn’t just make copies anymore. What happens when the bells and whistles you bought don’t work right?

Here are some things to think about to make buying small business technology a little easier.

What makes technology purchases different from other business purchases?

Typically the types of items purchased aren’t a component of a company’s revenue generation model – printers, copiers, phones. Consequently, there’s little internal knowledge about all of the issues and decision points. Many of these items involve multiple decisions on how they will be installed and configured, and their purchase is often treated as an afterthought.

The office manager or employee designated to investigate these purchases will usually rely more heavily on the salesperson to help them make the best decision. The ROI on these types of technology purchases doesn’t often justify bringing in a consultant to conduct an investigation into what would work best for the company.

Getting what you want requires thinking through how the new technology will fit into or impact your business processes.

What technology might a growing business purchase?

Examples of these items would include copiers, software applications, PCs and telephone systems. Using a copier as an example, decisions concerning whether to include faxing, scanning or network printing must be made. Then, more decisions must be made concerning user configuration.

What kinds of problems are encountered with new technology?

Problems can occur with configuring these technologies to fit within your business processes or understanding the opportunity for improving existing processes.

• Using the fax capability of a new copier – Find the proper method for handling inbound faxes, given how you currently do work. Options include whether to deliver the fax to an e-mail, paper, a network share, or some combination. All employees need to be trained to use the new copier and its process.

• Software applications – Make sure the implementation will support existing business processes. If changes to business processes are necessary, work them out in advance or find out after-the-fact that there’s a problem and then manage the solution under pressure.

• Telephone system – Make sure the quotes from the phone vendors include the capabilities they demonstrated to you. Phone systems include a multitude of capabilities and associated options, resulting in significant variations in cost. It can be problematic if the vendor does not engage to understand how you do business and how you need to use the new system to communicate.

How do you avoid these problems?

The best way to avoid problems is simply to understand your needs and the impact specific technologies can have on your business. Ask for help if you’re not getting straightforward, easy-to-understand answers. It helps to visualize what you want your world to look like after the technology is installed. Communicate that clearly to your vendors.

When dealing with vendors, it is important to understand that they are in it to close the sale, not to spend a lot of time on the installation/implementation.

How many of you have thought this?…The copy machine is supposed to copy, print, fax AND scan? How do I set THAT up?

We are so accustomed to hearing discussions and presentations on how technology is an enabler. It seems no matter what you need, someone is there to enthusiastically explain how this or that technology can assist with your need or make the problem go away. In many instances, the judicious usage of technology can significantly improve the situation.

But what happens next? By that I mean, you bought…and implemented…the whiz-bang solution that was supposed to bring you residence in Shangri-La.

Now…how do you keep it running?

How does it morph to support you as your needs grow?

How do you train new staff on how to use it?

The true report card on success comes once the consultants leave, and you’re on your own. Only then can you clearly assess the quality of the implementation, whether all necessary processes and procedures have been implemented or modified, whether your staff has been adequately trained, and how well your new processes have been adopted.

Less than adequate in any area will result in workarounds. What an oxymoron…workarounds as the “solution” to your problem!

Think Through the ENTIRE Process

In many instances, the group selling the solution has a specified test that signals successful implementation. Does the proposed test reflect what you consider successful?

Technology isn’t the point. Success comes from the processes and procedures you establish and implement for using technology, which address your problem.

I’ve been subjected to more than my share of the latest and greatest, all enthusiastically touted and sold as solutions to real business issues. I’ve had some pleasant surprises, avoided some quicksand, and, in most cases, bought with my eyes open.

The real challenge to getting my money’s worth has been performing the tough due diligence to assess how the solution will actually be operating in my world six to twelve months after the vendor has handed me the keys.

There are some great solutions being sold. Just remember, the person talking to you is selling…or drinking the Kool-Aid. It’s up to you to determine how to assess what needs to happen for you to achieve the promised nirvana.

For another thoughtful and interesting view on this topic, check out Someone Else’s Problem, by Bob Lewis – a consultant and industry pundit who’s been studying and writing about the problems in managing technology and its practitioners since the mid 1990s.

Security in small and mid-size businesses is more than just preventing viruses and blocking spam. Protecting your assets is the key to the long-term success of your business and the foundation of a strong IT infrastructure. What are the basic building blocks of a secure infrastructure?

In 2009, cyber crime is expected to increase as criminals attempt to exploit weaknesses in systems and in the people that use them. An overwhelming volume of malware can hit organizations. Viruses may spread through e-mail, Web sites, USB sticks, social and business networking sites, etc.

If an organization does not have a solid security policy and plan in place, the safety of the desktops, servers and all network devices (and all your data on them) will be at the mercy of the end user. Relying on the end user is not advisable or worth the risk.

The Small Business Administration estimates that 90 percent of companies that fail to recover data after a major loss are out of business within two years. Also, 54% of all business will find themselves the victim of data loss or cyber crime over the next three years.

The basic building blocks for a secure IT environment

• Model the threats to your business and have a third party perform a security risk assessment
• Develop an information security policy and educate your users
• Design a secure network, implement packet filtering in the router, implement a firewall and use a DMZ network for servers requiring Internet access
• Know your network. Harden your systems by removing unnecessary applications and maintain an aggressive program of patching operating systems and applications
• Offsite data backups with restoration plan
• Keep your systems patched
• Minimize exposure

In the SMB space, where you do not have the benefit of a dedicated team or individual whose sole responsibility is to keep your environment locked down, another option is managed IT services. For small business, this is a low cost, high reward solution. Services are provided on a monthly subscription, a recurring operational expense and include things like security.

As a business you must maintain best practices when it comes to securing your data and your infrastructure, the longevity of your business could depend on it.

A reactive approach to IT support can be costly and time-consuming. This is especially true for SMBs, which don’t usually have the resources to employ a full-time IT resource or spend a lot of money outsourcing IT. When there is a problem, the costs associated with solving IT issues can spiral out of control.

So…what are the actual costs of managing and maintaining your IT?

Think about…
• The salary of a full-time IT professional
• Capital investment in network monitoring tools
• Valuable time wasted when hassling with IT issues
• Paying overpriced break-fix support costs
• Lost productivity due to network downtime (Basic formula: Net income / 250 yearly productive days = Cost of downtime per day)

What if you had more time to focus on your business with peace of mind that your technology is working…for less than it costs to do it yourself? Managed IT support helps companies maintain predictable IT costs by offering fixed pricing for ongoing support of the systems that businesses need to remain productive – desktops, servers, email.

How Managed IT Support Reduces IT Costs, and How to Restore Peace of Mind

1.Rather than employ a full-time IT employee to provide the skills and resources of just one person, businesses can leverage managed IT support and gain access to a team of professionals certified in many different technologies. Also, the hidden costs of hiring someone full-time can equate to almost double the employee’s salary.

2.Network monitoring tools minimize downtime by recognizing issues before they become problems. When issues escalate without proper attention is when they become costly. With managed IT support, you benefit from the tools as part of the service and eliminate the capital investment.

3.A fully functional help desk allows end users to report problems and have them resolved as they happen. This eliminates valuable time spent troubleshooting issues and allows you to focus your efforts on what matters most…your business.

4.Calling an IT technician when problems arise results in paying high premiums for service. Managed services are available for a fixed, monthly price, which helps SMBs maintain predictable IT spend.

5.When your network goes down, revenue-generating activities come to a halt. Many studies illustrate the effects of downtime on small business. For long-term downtime, The University of Texas has found that only 6% of companies survive a catastrophic data loss, and Gartner estimates that only 35% of SMBs have a comprehensive disaster recovery plan. With someone managing and monitoring your technology, your infrastructure is inherently stronger. Also, your provider should offer affordable disaster recovery options.

The decision whether or not (or when) to upgrade is complex and dependent on many factors. Upgrading operating systems can create a competitive advantage, increase productivity and reduce administrative overhead. Alternatively, upgrading can cause compatibility issues with core applications, reduce productivity and significantly impact budgets and the bottom line. Due to mixed reviews of Vista, many businesses have chosen to delay upgrading to the controversial operating system and are waiting for Microsoft to either fix it or produce something better. The immediate positive reviews of the recently released Windows 7 beta are encouraging, but should you bet your business on it?

Windows 7 is looming on the horizon. It’s hard to believe, but Windows XP first arrived in 2001. XP is a good OS and a significant improvement over Windows 2000 in many business-relevant ways. This was especially evident with the release of service pack 2 and its improved networking and security capabilities.

Businesses have been riding the XP train for eight years, despite Vista being available for some time now. Hesitation exists because upgrading can be a headache, and there’s the often-stated mindset that you should never opt for the first release of a Microsoft OS. Whatever the reason, many businesses wait until Microsoft has “worked the bugs out.” I‘ve often heard the belief that the best way to adopt new OS releases from Microsoft is to let someone else do its beta testing.

Like it or not, the XP train is reaching the end of the track. Support officially ended for XP in April 2009, with extended support until 2014. That means no more updates and no more free support from Microsoft duration. It also means you cannot buy a new PC installed with XP, and the legal ability to downgrade from Vista to XP will no longer be an option. So one way or another, decision makers are going to face a choice of operating systems that will not include XP.

It is not all bad news though.

I’ve been using Windows 7 both in beta and release candidate for several months on both my home PC and my corporate laptop. I use my laptop as both a desktop replacement at the office and as a mobile workstation for multiple client-site use.

How 7 Works and Plays in the Enterprise and in Multi-Client and Remote Use

1. Simpler and faster networking – Network browsing is fast and efficient, unlike Vista where long lags can occur when clicking on a network drive. Wireless configuration and reconnecting to existing networks is more streamlined and easier to achieve.

2. User account control – In Vista, UAC was unmanageable, whereas 7 is unobtrusive. I eventually ended up turning it off in Vista, which did nothing for security.

3. Faster boot times – In all but a few cases where a user was using a stripped-down version of XP on a fast computer, 7 still boots faster. Unlike XP, which seems to get slower over time, my laptop still boots as fast as it did the day I installed 7. I’ve experienced this on platforms ranging from an older Pentium M 1.6 and a more current Centrino Dual Core.

4. Faster and easier install – I’ve smoothly installed 7 on eight different devices. No muss, no fuss, no drama. My greatest fear of driver availability on my production laptop has been laid to rest. When Microsoft released Vista, it introduced new driver architecture primarily for the graphics and sound subsystems. The difficulty of finding drivers early in an OS release is legendary. With 7, I’ve only encountered a handful of devices, mostly older printers, for which I have failed or had to search to find drivers. Where 7 drivers were not available, typically Vista drivers worked. Only one device has failed to work properly – an older Tektronix Phaser printer. Windows 7 included drivers are extensive. What’s more impressive about the availability of drivers is that I installed the 64-bit version instead of the more common 32-bit.

5. Blue Screens – Lots of blues with Vista, not one in 7. Your results may vary, but consider I currently have three different VPN clients and a host of diagnostic applications on my machine that do interesting things to the IP stack of my laptop.

Points in Favor of Windows 7 for the Enterprise

• Ability to remove Internet Explorer 8 and use other browsers exclusively
• Improved network browsing and searching speed and capabilities
• Improved troubleshooting and remote support capabilities
• Improved file browser over both XP and especially over Vista

Included apps (Paint, Notepad, Calculator) are greatly improved in both function and look and feel. Windows 7 is vastly better than Vista and has proven itself robust and usable for both home and business. If you have the opportunity thru purchasing new equipment or reloading an existing machine, pick up a copy of 7 when it hits the market (October 22, 2009) and give it a try.

If you’ve had a chance to work with Windows 7 beta..what are your thoughts?

Have you ever heard the song, “If you’re gonna play in Texas, you gotta have a fiddle in the band?” For some reason, this theme plays in my head but the lyrics are, “If you’re gonna do an upgrade, you’re gonna wanna do it now.”

I know the song could use some work, but the content couldn’t be more true. If you are thinking about or need to do a network refresh, this is the time to do it. Network hardware and software are no different than everything else on the market these days. If you have the capital, it’s a buyer’s market.

Hardware vendors and software vendors are offering extremely aggressive pricing to potential buyers and are willing to negotiate. We have seen technology upgrade and projects range anywhere from 10% – 40% in reduced cost for projects of similar size and scope from the year prior.

Over the last few months, we have been able to offer some nice upgrades within the virtualization world for clients that would not have been able to afford high availability or redundant solutions in the past. For the same expense this year, we are able to drastically harden their environments and make leaps in disaster recovery planning.

These savings can bring tremendous added value to a business or simply help save money. Either way, if you are kicking tires or in dire straits…now is the time to drop that coin.

Small and medium businesses face challenges with evaluating, implementing and supporting the technologies required by their growing companies. They often turn to an IT partner to address these challenges. Just like an author tells a story, so should an IT partner translate technology into business value. However, many partners try to sell a solution composed of features and presumed benefits without really understanding the needs and culture of the business prospect.

I see this issue at every level, whether it’s network/server administration or application development. Over the years, I’ve developed an analogy to explain the disconnect.

All of us have learned to read and write, to one degree or another. However, this doesn’t mean we can write exceptional novels or short stories. The skills required in writing novels, short stories and technical documents are over and above the writing skills many of us possess. Simply put, while command of language and writing is a prerequisite for being an author, it doesn’t make you an author. The addition of talent and storytelling skills make you an author.

This is exactly the problem business owners and operators encounter in dealing with technologists. They need someone who can understand their business needs and translate those needs into the mix of required technologies. Just because someone specializes in technology, doesn’t mean they can translate it into terms that a business owner understands.

It requires a discovery process to uncover the business pains and areas where technology can make a difference in efficiency, workflow and process. Someone has to bridge the communication gap between that which exists in the world-view of the business operator and the minutely detailed, technical world of the technologist.

I’ve found that technical people who grasp this difference are better able to adapt to the needs of the business and develop the ability to communicate more effectively. Those who don’t grasp or engage with this difference seem to continue to struggle with delivering the results the business needs. It’s almost as though in developing tools such as EXCEL, WORD, ERP and the Internet, we’ve lost the ability to understand what the business needed those tools to do.

Most businesses rely on 5-10 core technology vendors to keep business running smoothly. Any miscues in communication or coordination between vendors can result in downtime, wasted efforts and loss of productivity. This is a common occurrence among SMBs because the person managing vendors is usually juggling day-to-day operations and lacks the necessary time to proactively respond to changes and updates.

One of the greatest challenges associated with maintaining a smooth-running business network is organizing and managing the various vendors involved. The office manager, operations director or IT manager must have:
•A complex understanding regarding from the top-down of the business network to effectively manage this process
•Proper coordination of the inner-workings of your network as it pertains to your vendors
•Time to stay up-to-date with upcoming expirations and/or investigate cost-effective alternatives

Without these key elements in place, the results can prove to be problematic. The player in the process that truly stands to lose anything substantial in the short-term is your business. The ideal situation is to have a single point of contact or “one neck to choke.”

With one point of contact, the decision makers in your company can work more efficiently and not spend time putting out fires in areas they are not equipped to handle. Your point of contact must have specific knowledge pertaining to your business and how it leverages each vendor to make money. Whether the vendor is a website hosting company, Internet service provider (ISP), telecommunications supplier or software application vendor, the person managing your vendor relationships must fully understand how each of these pieces of the puzzle work together to create the proper working environment for your business.

The best candidate for this role is the IT Manager or your IT services provider. For the small to medium-sized businesses, having a full-time IT Manager is sometimes not a viable option. If you partner with an IT service provider for your day-to-day technology support, your service levels should include a true vendor management system as a core component. Rather than another vendor for you to manage, your service provider should take ownership of this responsibility and manage the vendors on your behalf.

Proper vendor management minimizes downtime, reduces accelerated costs and ensures proper service level agreements. Your employees can have more time to focus on the core business functions geared towards generating revenue. They will also avoid crises associated with attempting to support something they are underqualified to work on and that distracts them from their primary responsibilities within your business.

The bigger question: Can you really afford to not have vendor management in place?

Midmarket companies should consider a remote monitoring service for their networks and servers, especially in a down economy.  Viewed holistically, remote monitoring not only serves as an insurance policy for business operations but also creates real business value.  Unfortunately, the incremental spend often causes businesses to overlook the tangible returns on investment, or doing it yourself seems like the cheaper option.

Here are the seven most frequently overlooked areas of business value versus doing it yourself or not at all:

1. No additional software and hardware expense…plus avoid hidden costs – A managed remote monitoring service requires no additional software and hardware but delivers the same value.  Often lost in the buy vs. outsource equation are the hidden costs of server and software selection, training, configuration, maintenance, physical and storage space, and power.  These soft costs add up and do not disappear over time. You may not need additional hardware now, but you will now need hardware sooner! If budgets are tight, the upfront cash or financing required might make the investment impossible altogether.

2. Prevent costly downtime – Your business productivity matters now more than ever.  You cannot afford to be disconnected from customers and suppliers, to have your billing process interrupted, or to be flying blind about your business operation.  Many remote monitoring service providers provide not only alerting of critical errors, but also valuable reports, analysis and recommendations that can help your business reduce downtime by preventing problems before they happen.

3.  Less on-call time – Implementing an internal monitoring solution does not guarantee service levels.  Service levels require technical staff to be on-call after hours, on weekends, and during holidays.  Today, many companies are asking more from their staffs and requiring more work hours and greater flexibility.  Using a remote monitoring provider means your employees can sleep easy unless the problem is truly critical.  This improves both employee morale and retention.

4. Avoid configuration errors – Many businesses miss critical alerts when the in-house monitoring package is misconfigured, meaning that alert thresholds are set too low or disabled.  Often, this is overcompensation for an initial configuration that was too sensitive and generated too many alerts.  Managed service providers have experience configuring monitoring and alerting thresholds and escalation rules that make sense for each business.

5. Reduce risk associated with doing it in-house – By using a third party service provider, you insulate yourself from risks specific to your business. Those risks include hardware failure on the monitoring server, service interruption by your Internet or power providers, and poor employee performance or worse.  Using a service provider can give you peace of mind, which otherwise would only come by having a large staff and redundant providers – luxuries few can afford right now.

6. Holiday, vacation, illness coverage – Avoid paying overtime or taxing your already lean staff with on-call coverage during holidays, vacations or when staff is out sick.  Ensure continuity when you experience staff transitions, such as resignation, terminations and/or layoffs.  Network monitoring service providers provide coverage 24/7/365.

7. Proactive business planning -  Wouldn’t you like to know about future technology needs, such as when to purchase new hardware, memory, disk space or  virtualization software such as VMWare?  Third-party server and network monitoring providers can supply you with information and analysis to better prioritize and plan your cash flows.

Remote monitoring services are both affordable and prudent.  During this challenging business cycle, every hour of productivity is critical. Midmarket businesses should consider remote server and network monitoring as a service they can’t afford to be without.

I’ve had more than one conversation with a client that started like this…“Oh, by the way, we’ll be moving our office in two to three months.” This should be music to my ears since we’re in the business of supporting our client’s technology needs. However, office relocation can easily become a painful experience. We often encounter issues with the availability and variety of data communication providers at the client’s new location. In spite of the perceived availability of high-speed data communications, it isn’t always that easy.

Case in Point

Hurricane Ike convinced one of our clients that a proper disaster recovery plan required moving all servers and the PBX to a colocation facility, so as to not disrupt the company’s worldwide operations and other processes. To support both immediate needs and future plans, it turned out that the required bandwidth was more than could economically be provided by bonding a couple of T-1 circuits.

The problem we encountered was provisioning the appropriate high-speed circuits between the company’s new office location and its colocation facility. In spite of the fact that the new location is an office building more than twenty years old, it was never provisioned with anything other than copper circuits.

We researched and located multiple carriers who offered the necessary bandwidth at attractive rates.

The problem?

Right of Entry.

It seems the building owner was reluctant to provide authorization to any new carriers to install the necessary fiber circuits. Five months into the negotiations between the carrier and the building owner, it now looks like a deal is imminent.

Why is it taking so long? I’m sure some of it is on the carrier’s end, but it appears that far more of it can be attributed to the building owner.

The Lesson Learned

Data communications availability is every bit as important as the included allowances for electricity and air conditioning. In spite of the seeming ubiquitous nature of cable and fiber, not every building has been provisioned or “on net,” as the various providers call it.

Knowing the vendors already in the building and the types of services they have provisioned goes a long way towards avoiding considerable pain later. Particularly since this information allows right of access to be negotiated with building management and the building owner along with the underlying office space.

Consider all aspects of a move while in the planning process to avoid being left disconnected.

What are some of your war stories from office relocation?

If you were unfortunate enough to experience Hurricane Ike, how did your email server fare? Not everyone can afford to keep their servers in a nice, safe datacenter or colocation facility. Does that mean your business is subject to your building’s physical power or Internet connection? The answer to that question is absolutely not. There are two ways small businesses can increase email uptime without breaking the bank.

Hosted Email Solution
Option one would be a hosted email solution. Hosted Microsoft Exchange providers are all over the Net, helping keep the cost of full-featured email hosting affordable. You can even add mobile devices to these plans for a nominal fee, further bolstering disaster recovery strategies and giving you and your employees corporate email at your fingertips at all times.

Need to convey when the office will be back up and operational? You can send out updates and keep everyone looped in. Emailing evacuated employees becomes a great way to keep lines of communication going without having to call everyone individually.

As far as day to day operations, with the improvements to Outlook 2007 and Outlook Anywhere feature, using a hosted provider looks more attractive to small businesses every day. With these technologies, you won’t even know the Exchange server is not on your local area network (LAN). You will also reap the savings by not having to deal with the backups and administration of an email server. Almost all hosted email solutions come with service level agreements. I don’t know about you, but getting 99.999% uptime sounds good to everyone.

Managed Filtering Service
If you already have an email server and don’t feel like making the switch to a hosted solution, your second option could be a filtering service, like MX Logic Email Defense with the disaster recovery feature enabled. With this service, not only do you get top notch hosted spam filtering that prevents spam from hitting your server, in the event of an outage, your emails are spooled and held by MX Logic for 60 rolling days. While spooling, users are able to log into the MX Logic page and check emails. When connectivity resumes, the messages are then delivered to your email server.

Both solutions have benefits and negatives. I’d be happy to answer any questions you may have or give you more information about either of these two options.

Business continuity and disaster recovery planning are all about a company’s ability to survive and continue operations in the face of physical and environmental events, such as natural disasters (fires, hurricanes, earthquakes, etc), network outages, disgruntled employees and computer viruses. Critical business technologies – telephone, email, Internet, corporate applications, databases – must be included in the planning process to ensure corporate survival and continued operation.

The straightforward method for reducing the impact of these events is to position your critical technologies in a more secure and resilient environment. You can either invest in constructing your own environment or utilize a commercial facility. For small and medium-size businesses, the former is often costly, as it includes:
• Installing electrical generators
• Using uninterruptible power supplies (UPS)
• Improving cooling and fire protection
• Increasing physical security
• Maintaining redundant communication lines for voice, Internet and data traffic

Colocation refers to hosting your equipment at a commercial facility, specifically designed to provide the redundant services required to guarantee uptime. Properly designed colocation facilities provide redundancy in all environmental systems such as generators, UPS, HVAC and communications, along with greatly improved physical security.

Taking advantage of the benefits provided by a colocation facility requires rethinking how technology is deployed within your organization. Usage of a colocation facility can range from providing a secure “mirroring” location for corporate data and server “images” to housing all servers and PBXs.

In determining the value of colocation, design decisions focus on assessing the value versus the cost of having all technology components available and operational regardless of what happens to your company’s facilities. This assessment is then used to determine what should be moved to colocation.

Some companies, such as a manufacturer with a single facility housing all company operations, may benefit most by mirroring data and server images. Companies with multiple locations or whose revenue generation models are less tied to a single location, such as financial or sales-based organizations, will benefit more by moving all critical technology to a colocation facility.

The benefits of colocation were once available only to large corporations due to costs. Today, colocation, virtual servers (virtualization), data replication, remote computing, and large bandwidth communication pipes provide smaller organizations powerful new tools to address business continuity and disaster recovery needs.

Hurricane Ike convincingly demonstrated that available technology means little unless coordinated planning and preparation have preceded the need. Colocation and other tools should be considered when developing a plan, but the most critical component is having a plan.

Hurricane season is officially here. Businesses are now planning and refining their disaster recovery and business continuity plans to prepare for potential disruptions. Companies need to make sure and investigate a few specific areas – offsite backup, colocation, email continuity and data recovery. A voice-over IP (VoIP) telephone network and SMS text messaging are other smart continuity tools.

VoIP allows users to connect to a phone system from anywhere in the world, through the Internet. This becomes vitally important in disaster recovery as response teams head to pre-determined disaster response locations. At that point, team members can easily plug in the VoIP phone and instantly become an extension of the core system. To the outside world – clients, vendors, etc – this is transparent, as business transactions and internal communications continue.

Business communications act like any other IP-based application. Take email as an example. The user doesn’t worry about the actual location of the email server. Users plugs into an Internet connection and, through a Web portal or VPN, email works. The same thing goes for telephony, if IP is being used. Corporate telephony can be anywhere with an Internet connection. This flexibility and adaptability is ideal for any emergency or disaster situation where other networks may be inoperable.

Another ingredient to investigate when preparing for hurricane season is an SMS server. Ask anyone that endured Hurricane Ike, and they will tell you that cell phones were paper weights for 4 to 5 days, except for SMS text messages. The first day or two after the storm, users would notice as much as a 12 to 24-hour delay on the message, but it would eventually get through the network to the intended recipient.

Companies can leverage this easy and affordable medium for disaster recovery by utilizing an SMS server for communications to clients, vendors and internal employees. As long as administrators can reach the network, company officials can send messages to one or multiple groups, individuals and numerous distribution lists for a secondary line of communications.

How are you preparing for hurricane season? Has your DR/BCP plan been tested within the last 12 months?

Without access to your business’s mission critical data, productivity as a whole could come to a screeching halt.

For years, businesses have relied on tape backups to secure their primary data repository. While the technology associated with these types of solutions continues to become more refined, one aspect of this process still leaves a business vulnerable – human error.

We can invest tons of money to secure the latest and greatest hardware and software to protect our data. However, without the commitment of one or more key employees to mange the process of changing tapes, reviewing logs and initiating support as needed, one mistake will render this effort useless.

To counter these measures, IT solution providers have introduced advancements in how data is encrypted, compressed and secured. With the presence of cost-effective and increased bandwidth capabilities, the industry has evolved and offsite backup solutions are now more viable then ever.

Offsite backup technology has made great strides to effectively secure your data online (offsite) at a price that is easy to justify.

If you haven’t considered an offsite backup solution within the last 12 months, it is probably time to revisit the subject. At RSA Corp, we bundle disaster recovery (including offsite backup) into our managed IT support service. However, there are backup solution providers worth checking out.

Here are some key factors to consider when looking at what an offsite backup can bring to the table:

• Government-sanctioned AES encryption
• Automated, unattended backups with status updates via email notification
• Real-time file restoration capabilities
• Remote restoration capabilities for both single file and “bare bones” restores
• Back up multiple platforms on one network, i.e. Windows, Linux,

When you add up the value associated with these key features and combine it with the fact that this type of solution costs pennies per gigabyte, it truly builds the case for incorporating some form of an offsite backup solution in to your disaster recovery planning. The cost is negligible, and the reward far outweighs the risk. It’s a no-brainer.

I would love to hear your story about how offsite backup saved your business.

It’s that time of year again…hurricane season is upon us. With the effects of Hurricane Ike still fresh in Houston’s memory, what are the lessons learned when it comes to securing the integrity of your business?

While history continues to repeat itself, a disaster’s long-term effects on a business can be substantial. Consider the following business downtime statistics:
• Only 6% of companies survive a catastrophic data loss, while 43% never reopen, and 51% close within two years
• Only 35% of small and medium businesses have a comprehensive disaster recovery plan in place
• International Data Corp estimates that companies lose an average of $84,000 for every hour of downtime.
• According to Strategic Research, the cost of downtime is estimated at close to $90,000 per hour
• The survival rate for companies without a disaster recovery plan is less than 10%

The cold, hard facts associated with these statistics are difficult to believe.

FACT: Today, most businesses do not have a comprehensive DR plan
FACT: The costs associated with downtime are substantial
FACT: The survival rate for businesses hit by a disaster is slim-to-none

While these statistics are real, the implications behind them are even more sobering. Businesses are left vulnerable due to poor planning, lackluster follow up, and a genuine lack of understanding in terms of how to overcome these challenges. How does this continue to be the case?

1. Many businesses are not aware of the options
2. If a DR plan is in place, it has not been tested or kept up-to-date
3. The planning associated with the DR plan is not comprehensive

In the coming weeks we will examine several aspects of a well thought-out disaster recovery (DR) plan, featuring an in-depth look at what processes to consider and what options are available.

Are you working on a Zombie computer? If you are, you might not know it. Today, so many variants of malicious software (malware) are present on the Web, one can hardly keep up.

Trojans, viruses, spyware, hijackers, rootkits, backdoors, worms, crimeware…..have you had enough yet? I wouldn’t be surprised if a new variant of each of these was just created in the amount of time that it took to read this. Many of them are extremely difficult to detect once they infect a computer.

Most of us are familiar with what can happen to a personal computer once a virus infects it. However, we often don’t stop and think about the far-reaching implications that malware can have on your business and its ability to make money, or more importantly, the subsequent cost associated with removing it.

Businesses rely heavily on the speed and efficiency of the Internet, whether as a core function of their delivery model or to accomplish daily processes. Businesses can no longer turn a blind eye to the advancements that have come as a result of the Internet, which is becoming bigger, faster and stronger.

Typically, a business will dive right into the use of the Internet to drive processes, but often doesn’t fully consider the risks associated with leveraging it within the workplace. As you open your business to the vast World Wide Web, you increase your risk and responsibility.

How are you handling these ever-present threats against your network security?

Web-based threats and email viruses are evolving as quickly as the counter-intuitive measures used to prevent them. Most are surprised to find out that 36% of all Internet-related intrusions exist in the form of Web advertisements, news & media and search engines/portals. It’s no longer just email, adult and gambling sites that serve as hosts to these forms of malware.

What ultimately comes of this is a dynamic form of risk that serves as a moving target for your business. The amount of time and consideration required to properly safeguard an organization from such risk must be every bit as dynamic.

Traditional means of email and Web security typically involve an investment in a piece of hardware and the employment of a vendor or staff member to manage the hardware. Yet, a business could still experience email spam, virus disruptions or the loss of pertinant email mistaken as a possible threat.

Today’s level of prevention has evolved beyond this approach. Service providers can manage the process of detecting, preventing and securing a business from email and Web threats. In fact, managed services offer a more robust level of prevention, attacking disruptions outside the network perimeter without the need for hardware or software installation. This level of service is more complex than any one organization would be willing or able to invest in.

Web and email security as a service deploys several layers of prevention above and beyond the standards associated with industry best practices (see figure below). Threats are neutralized at the network perimeter before they can pass through the enterprise firewall and compromise users. Traditional hardware security measures operate within the firewall and are unable to provide the same protection. Read about RSA Corp TOTAL DEFENSE powered by MX Logic™.

In addition to the enhanced level of security, managed security services allow you to:
• Reduce overall costs associated hardware maintenance and personnel time
• Eliminate hardware or software integration
• Eliminate out-of-pocket maintenance fees
• Reduce liability
• Increase productivity
• Realize more efficient bandwidth utilization and lower storage costs
• Reduce data management responsibilities
• Protect your business at the perimeter level

All things considered, the Internet has emerged as an essential part of how business gets done. Along with the good comes the bad. The presence of malware continues to plague the efforts of many. Recognizing that, organizations should regularly review what measures are being used to prevent such disruptions in their business and compare those measures to the pace at which the threats are continuously evolving. The threats that exist are very real and the damage that they cause is substantial.

What experiences have you had with email or web-based threats that affected your business?

Businesses are always looking for alternative ways to cut costs, increase value and streamline operations without disrupting output of future growth. Traditional cost-cutting strategies such as canceling or postponing projects and reducing headcount can offer immediate relief of financial obligations associated with budget. However, these methods often fail to ultimately generate quantifiable value.

Here’s a list of five business technology trends designed to extend cost-cutting solutions, as well as true business value:

1. Consolidate and Virtualize Your Server Environment

The technology associated with virtualization has been around for many years. Only recently has it emerged as a viable option designed to improve information security, business continuity and hardware utilization.

Benefits associated with implementing a virtual server environment are…
•Reduce the need to purchase additional hardware (servers)
•Eliminate the hassle of building and provisioning new servers
•Reduce the amount (and costs!) of power, cooling and space
•Improve recovery time for unplanned network outages

Virtualizing your server environment presents a number of opportunities for driving capital and operational efficiencies for any organization.

2.Repurpose or Retire Old or Underutilized Hardware

Revisit your list of paused IT initiatives and consider how excess hardware might be provisioned to implement some of these projects.

3.Audit Software Licenses

Keeping with industry best practices, it’s always a good idea to keep an accurate inventory of all hardware and software being utilized on a network. While hardware is generally easier to manage, it’s software that often gets overlooked.

By going through the audit process, you’ll often reveal software that is seldom or no longer used. Once you have identified and eliminated redundancy in your software portfolio, you can then consolidate your software applications to dramatically reduce development, support and maintenance expenditures.

4.Consider Managed Service Providers and Infrastructure Hosting to Manage Day-to-Day IT

Many technology solutions can be supported more efficiently, and less expensively, if handled by an IT managed services provider. This includes remote monitoring and help desk support, infrastructure hosting, hardware/software leasing and email/Web security.

A service provider allows you to…
•Do more with less, by outsourcing day-to-day technology tasks
•Focus internal IT resources on more core competencies
•Realize more predictable IT expenses
•Benefit from additional skills and niche expertise

For IT infrastructure hosting, consider…
•Hosting the equipment at a co-location facility
•Leasing the hardware and/or software from a preferred vendor
•Supporting the solutions at your place of business

Partnering with a managed service provider will arm you with a trusted IT advisor, who focuses on educating your business on available options best suited to your business needs.

5.Align Your IT Infrastructure with Business Processes and Goals

Whether you choose to support an internal IT staff or partner with a provider to support your technology initiatives, it’s critical that short-term and long-term business goals are factored into the decision-making process associated with technology acquisitions.

Your support staff can greatly benefit from meeting with business executives and gaining an understanding of the overall needs of the organization. They can better predict future demands and requirements based on technology and best align future purchases with mission critical goals and objectives.

Substantial cost savings can be realized as both core business and IT initiatives will be aligned as future purchases are made.

It’s important to be aware that as technology continues to evolve, so do available options. Being informed on all solutions leads to valuable benefits such as increased competitive advantages, streamlined operational efficiencies and being able to do more with less.

While it might sound too good to be true, the benefits are real. The solutions exist. The opportunities are out there.

What is your organization currently doing to ensure that your IT budget is stretching as far as it can go?

Virtualization of servers is quickly becoming a mainstream technology for large enterprises. By leveraging virtualization technologies enterprises are realizing:

 Better utilization of computing resources
 Reduced power consumption
 Enhanced options for disaster recovery
 Less need for server room expansion

Virtualization and Disaster Recovery
Virtualization for the small to medium-sized businesses (SMBs) supports the need for IT to optimize server environments, without the need for additional or extensive hardware investments. It also provides a new approach to disaster recovery and improved back-up capability.

Many SMBs realize the need for enterprise-level recovery procedures to be properly prepared for natural disasters, network outages and other disruptive events, not to mention regulatory compliance. Many SMBs lack the financial resources or personnel to implement a complex disaster recovery solution or business continuity plan.

Through virtualization, IT managers can restore virtual servers on any physical hardware device, ensuring faster recovery capabilities.

VMware for the SMB
To support and penetrate the SMB market, virtualization software leader, VMware, announced several packages designed to fit the market.

“The new VMware Infrastructure packaging delivers the features, functionality and training that enable SMBs to more rapidly experience the value of virtual infrastructure,” said Ben Matheson, director of SMB at VMware.

In my experience, virtualization is an established technology that is extremely reliable. Virtualization introduces high availability features, which allows IT administrators to move VMs from one physical server to another, with no downtime. It also provides cost-effective availability for any VM by restarting the VM on another physical server if required. This reduces the risk of downtime as a result of hardware failure.

Is your business maximizing its computing resources? What are your feelings on virtualization?

I’ve spent the past 10 years working closely with businesses that operate in the small-to-medium (SMB) market. I work directly with decision makers to assist with the preparation and planning of budgets, strategic plans, business continuity strategies and a wide variety of technology needs. During the course of this journey, it’s been an eye-opener to enter into a new engagement only to discover the fundamentals needed to secure a business network and provide a stable working environment are all too often overlooked.

The establishment of a sound IT infrastructure seems to have been cut to the quick as the over-riding decision to satisfy the end user and reduce costs, without seeking proper guidance, rears its ugly head. While the initial result might seem satisfactory at first, questions inevitably peek above the surface, searching for answers as to why the overall productivity and efficiency of the network seems to have fallen by the wayside.

•Why is the system running so slow?

•Why can’t I access the network anymore? (print, access file shares, etc.)

•I accidentally deleted a file…Can we retrieve those files from the “network”?

Regardless of what the situation is, failing to implement the proper IT foundation from the ground up, while designing and installing a network, WILL come back to bite you. I absolutely guarantee it. I’ve witnessed it too often.

The most unfortunate aspect of this scenario is that it’s common for a business to become complacent and embrace unnecessary work-arounds, fostering a “band-aid” approach to the evolution of the company’s business technology needs. The effects this situation has on a business are profound. Yet, many times the leadership of the organization cannot identify the root cause, resulting in a full-blown mess.

Here are some steps to turn things around and “right the ship”:

•Perform a hardware and software audit – Inspect warranty information, purchase history, patch management for applications and licensing compliance.
•Review and/or create policies – Identify and review existing network usage policies such as data retention, virus prevention and security protocols.
•Learn technology industry best practices – Even if this requires bringing in outside representation to provide expertise, it’s a wise investment.
•Develop an action plan and stick to it – Regardless of what your budget and/or resource constraints are, develop a plan that incorporates those constraints and stick to the plan.

The simple facts are that we are now expected to perform in a business environment that does not allow organizations to turn a blind eye to the role technology plays in driving business processes. With each passing day, the demands placed on businesses to perform are ever-increasing. Technology is the difference maker…plain and simple.

Dwight Silverman’s blog post on Houston businesses dealing with lack of electricity for the Houston Chronicle prompted me to reflect on how RSA Corpis managing through Hurricane Ike … and how our business decisions in recent years have affected our Business Continuity Plan.

For those of us in Houston, Hurricane Ike confirmed that The Internet has been added to the list of critical business resources for contemporary businesses. Ten years ago, the list of critical resources might have been limited to:

• infrastructure (telephone communication, electricity, inter-company connectivity)
• physical workspace
• process & systems (information as well as capital assets)
• knowledge
• human capital
• financial capital

At first blush, it would seem that The Internet is “just” another kind of infrastructure. I would argue that The Internet is a critical resource that spans ALL of the others. Think about how lack of internet connectivity depreciates the value of corporate assets in the other categories.

For example, many software systems are delivered over the internet as SAAS (software as a service) … salesforce.com, NetSuite, AutoTask and others are examples of commercial SAAS. Many custom applications are browser-based and rely on the internet for connectivity to the application and database servers. Consequently, a distributed organization, aka the Virtual Enterprise, becomes a fragmented, disconnected operation that cannot function when faced with a lack of internet connectivity.

Another example … many businesses have upgraded to VOIP (voice over internet protocol) phone systems in recent years. In a single location where the VOIP phone system connects via PRI to a telecommunication provider’s hub, risk of interruption is minimal. However, business risk increases when it relies on the Internet cloud to connect multiple locations. Risk increases even more when a business uses an IP phone service for outbound calls.

In recent years, more people work from home – part time or full-time. Personally, I’m a big fan of flexible work schedules. Notwithstanding, we in Houston now better understand the risk of distributed “workspaces” … multiple points of failure. After Hurricane Ike passed through the area we asked ourselves, where do we physically put workers who are displaced from or disconnected at their homes?

Access both to corporate knowledge and financial resources are limited when Internet connectivity disappears. For many companies, such as ours, monitoring bank account balances, processing payroll, generating invoices … are all processes that rely on the Internet.

Obviously the internet is here to stay. Productivity benefits far outweigh the risks. And the Internet is a big part of the solution to the risks identified above. Regardless, to minimize business risk, a comprehensive business continuity plan must 1) identify critical business processes that rely on the internet and electrical power availability, 2) acknowledge the internet as an infrastructure that impacts the availability of many other corporate assets, and 3) define the fail over plans when the Internet is not available for an extended period of time.

I’d enjoy reading your comments on this premise … as well as your experience through Hurricane Ike as it relates to business continuity.

Smart companies invest in business technology to increase profitability, improve key operations and gain advantages over the competition. However, most soon realize that core business activities suffer when too much time is spent dealing with technology issues. For this reason, many business owners find it makes more sense to partner with an IT provider who can manage and monitor their technology.

Finding and evaluating outsourcing partners can be a headache, especially if you don’t know how to start. You know you want a technology expert with cost-effective pricing and flexible processes that can adapt to your needs. Now what? Outsourcing can be risky, but choosing the right partner will save you in the long run.

Choosing an IT partner doesn’t have to feel like a game of chess, where one false move puts you farther from your goal. Each step gives you more insight into your business processes, helps you better understand your business drivers and allows you to see how an outsourcing partner can be more than just cost-effective technology services, but a partner in innovation.

Follow these 10 steps to painlessly identify the right IT partner…

Step 1 – Only consider IT partners that address both business processes and technology
When evaluating and meeting with partners, note whether they ask about your business not just your technology. You want a partner who can identify opportunities for technology to streamline your business processes. Find a firm that matches your business culture, has a proven track record and is experienced with your particular needs.

Step 2 – Know your evaluation criteria and recognize key differentiators
First, make sure you know what qualities are most important to you. The measure of a good IT partner is only as credible as your evaluation criteria. Differentiate the potential partners based on their technology expertise, flexibility of their delivery process, pricing structure, customer service levels, ability to scale and change control capabilities.

Step 3 – Seek value over price
Deloitte Outsourcing Report found that too many businesses seek outsourcing only as a way to reduce costs, rather than a way to streamline operations and drive improvements in efficiency, productivity and reliability. The strategic IT partner that can help you achieve multiple business goals and drive business value isn’t always the lowest priced. Recognize that cost savings over time are a given, and be receptive to seeing the big picture.

Possible big picture objectives include:
•Increase performance and reduce processing time
•Realize more availability and scalability of systems and tools
•Support the business with information for better decision making

Step 4 – Commit to open interaction
During the discovery phase, when you and the partner are filling in the blanks, take notice of the partner’s actions. Are the business development representatives reviewing their findings with you? Are they asking detailed, appropriate questions? Did they demonstrate their expertise by presenting a thorough proposal with a well-developed solution and plans to solve your business pain?

Be transparent in your discussions, as well. To create shared understanding of your specific needs, you should engage in collaboration, be flexible and devote time to providing detailed information. Protect yourself under a non-disclosure agreement, and share your true issues and intentions.

Step 5 – Require written service agreements
To ensure service levels align with business goals, it’s necessary to insist on a written service agreement outlining in sufficient detail the terms and conditions of the relationship. Having an agreement can help avoid disputes that might otherwise arise down the road. The services agreement should fully describe the scope of work, pricing structure and estimate of fees and expenses to be incurred.

Make sure it clearly defines your business’s current state and also your desired state. This will ensure each party truly understands the scope of the relationship. When asked what executives would do differently if they had to redo their outsourcing efforts, 49 percent said they would do a better job of defining realistic service levels that are aligned with business goals.

Step 6 – Create a partnership
A true partnership is based on trust. Mentally accepting the partner has the best interests of your business in mind will kick off the engagement to a great start. When people and technology are involved, it can sometimes be a bumpy road. Address each bump with a spirit of teamwork, expecting your partner will take full responsibility for successful smoothing of bumps.

A partner knows the solution is its responsibility. Support the staff of your partner as they attempt to solve problems and accept a familiarity period as the engagement begins.

Step 7 – Recognize that 100 percent just meets minimum expectations
Articulate that idea. It should encourage the partner to continuously meet the minimum. What you want is a partner who assumes full responsibility to ensure your operations run smoothly. As roadblocks and potholes do occasionally happen, it’s important to maintain open lines of communication. Problems are quickly resolved through prompt alerts and collaboration.

Step 8 – Require regular reporting and make time to meet with account management
The real value in partnership comes from getting to know your partner intimately and allowing a deep understanding of your business and its needs. Require original documentation and full backup of everything. Be certain that your partner completes a comprehensive asset inventory and stores it where you can easily access it.

Most importantly, require an inventory of software licenses including expiration dates, and order new licenses when prompted by your partner. Don’t ask your partner to break the law by installing pirated or unlicensed software.

Step 9 – Be prepared over the life of the partnership to consider pricing changes
Your partner delivers value and service through its people. Good people deserve and expect salary increases. Though the original pricing should allow for some flexibility, ultimately the price will need to be adjusted to reward the hardworking staff that takes care of you. Also, upgrades and add-ons to the project scope may increase pricing over time. A sign of a profitable partnership is when both businesses are growing together.

Step 10 – Remember the pains that caused you to seek outsourcing
After time, it can be common for a business to look at its outsourcing budget and decide savings can be accomplished by bringing the functions back in-house with full-time IT employees. Economic downturns may accelerate that belief or need. Remember the overall business value that an outsourcing partner brings. Remember the competitive advantages and business process improvements you are receiving from the partnership. Those achievements are much more valuable than saving a few dollars.

Also, when considering internalizing IT again, it’s in bad taste to offer your partner’s staff full-time positions without first getting an agreement from your partner’s management. Good technology firms make a major investment in their staff and losing one to you will be costly. Keep communication candid and treat your partner like you would like to be treated.

Following these steps of engaging and working with a technology partner will make the outsourcing experience a rewarding one. It also allows technology to deliver on its promise for return on investment and efficient operations of your business.

Remember the objectives that a strong technology infrastructure allows you to achieve:
•More manageable IT costs
•Improved service capabilities
•Increased scalability and availability of systems
•Enablement for business growth

Then, you can focus your time on positioning your business for growth and carrying out more profit-driving activities, leaving IT issues to the experts. Your business technology partner should make IT transparent to your operations.

Deciding to establish new vendor relationships is risky, and even the most thorough vendor selection process doesn’t mitigate all risks.

One must consider…
•Execution risk – The chance a vendor does not perform
•Financial risk – The possibility that return on investment (ROI), for whatever reason, will be less than expected or required
•Professional risk – The chance the decision maker’s judgment will be questioned in the future and affect him or her negatively

How can a decision-maker alleviate these risks? How can the outcome be determined beyond ensuring good project management and status reporting? What’s next?

My premise is that a strong client-vendor relationship built on mutual trust will reduce business risk. Conversely, relationships not built on trust are inherently more risky to business leaders and their companies. Managers are responsible for minimizing business risk and maximizing business reward. Consequently, paying attention to the nature and quality of client-vendor relationships must be a priority.

Six Ideas to Reduce Risk Exposure and Embolden Mutual Trust

1. Corporate values start at the top
It’s always a good idea to build relationships with a vendor’s senior management. No matter how small your business is in relationship to the vendor, you should be able to reach a senior manager (general manager, vice president, C-level executive). Why is this important?

Corporate values start at the top. Interaction with senior management can affirm the decision to partner and instill greater confidence. If the conversation leaves you questioning the vendor’s values, abilities or priorities, you have the opportunity to reevaluate the selection decision…before doing so becomes difficult and more costly.

Confidence in the decision to select a new vendor is engendered by a comfort level with the vendor’s account relationship team and key staff involved in the project or program.

2. Trust doesn’t replace good contracts, service level agreements and communication
Before entering a relationship, make sure what will be delivered and when are well-documented and understood. Service level agreements are often under-documented, lacking detail and not understood by all parties. Particularly in a new relationship, it’s critical that expectations are well-understood through project requirements.

Equally important is monitoring progress against requirements and agreed-upon service levels. Good contracts and service level agreements form the basis for trust, which progress can be measured against.

3. “Trust, but verify”
President Reagan popularized the phrase, “Trust, but verify.” The new vendor should communicate regularly throughout the project or program. While it’s important to trust the vendor, verify what you’re being told by asking others…
•Ask end-users
•Ask the vendor’s account relationship team
•Ask the vendor’s on-site resources
•Place a call to the vendor’s management

Raise concern if you identify inconsistencies. Sometimes vendor communication among its own staff has gaps. The project benefits from being proactive in this way.

4. Trust is built over time through shared experience
Keep in mind it’s OK to ease into a trusting relationship. Like any relationship, trust is built as client and vendor work together over time. Trust is built when the parties experience challenges and work through them, collaboratively. Trust is built when the vendor meets its commitments. The best perspective is to view the project or program as a journey through which trust grows and evolves.

5. Don’t forget that trust is a two-way street
Don’t expect to build a trusting relationship with a vendor unless you are trusted also. While the vendors interests are subordinate to the client, from the client’s perspective, clients must endeavor fulfill commitments to the vendor. Small things such as timely feedback, clear communication, and collaborating on project/program challenges make a big difference toward keeping the vendor’s support and building a productive relationship.

6. Broken trust is a difficult fence to mend
Along the way, evaluate your level of trust with the vendor. Like a marriage, successful client-vendor relationships are based on mutual trust. If trust in the vendor falters, it’s difficult to rebuild. If distrust arises, consider requesting a staff change, or even account or project management changes. Changing vendors is always an option.

Broken trust is a difficult fence to mend. Often changing vendors is less costly in the long run. It offers the chance to build a new trust-based relationship without the baggage of the past hanging overhead.

Follow these steps to reduce your company’s risk and create shareholder value, two key objectives for all business managers.

What ideas do you have? Do you have some examples where these concepts apply or situations where they wouldn’t?

Have you considered who owns the IT systems in a corporate organization?

Strategic system decisions are no longer the sole responsibility of the IT Department, which means IT no longer owns the systems that run a company.  So, who owns them?  

Decisions concerning IT system selection, system design and configuration, and surrounding work processes must be initiated by the technology executive and the entire executive team.  The initiative should have direct executive sponsorship and ownership, because enterprise IT systems are the competitive edge, the “secret sauce” and the data repository and source from which the most important executive decisions are made.  

Selecting a System

System selection begins with analysis of business processes and the full understanding about how a business makes profit.  It’s important to know…

•What are the unique processes that make a business different from its competitors?  

•What are the standard, but necessary, key operations that exist in all businesses?  

•How do unique and standard processes work together?

Answering these questions is a prerequisite.  Choosing a system that can satisfy the business requirements of the organization is the final step, not the first.  

Enterprise system vendors will always help you buy their product and spin the products’ capabilities in a web of flash and entertainment meant to convince that the systems do it all. This is not the way to choose a solution.  Only through a complete understanding of the business processes, data and workflows can organizations select effective technology solutions to create efficiencies and provide for future growth.

Achieve Organization-Wide Acceptance

Do non-IT employees have difficulty accepting technology initiatives and frequently make these statements?

•“Why doesn’t this system do what it’s supposed to do?”

•“I’m an accountant, not a techie.  Why do I need to get involved in the computer system?”

•“Do what?  Learn the system?  I have too much to do.  When it gets installed, I’ll learn it.”

•“Those IT guys never get it right!”

Executive ownership and sponsorship brings creditability to the decision to implement a new technology solution.  Operational managers and employees are more likely to embrace a new solution and to commit to the effort to learn a new system if executive ownership and sponsorship is obvious.

Mitigating Risk Associated with New Technology Initiatives

When it comes to the process of implementing a new enterprise system, how can executives make sure the configuration, implementation, testing and go-live proceed as expected?  After all, most executives are not technically astute and cannot truly evaluate the progress that is being made.  

Techies sometimes complicate issues with techno-speak and executives never truly know where a project is on the timeline.  Only through effective project management methodology can executives understand the parameters and milestones of a project and remain confident.  Perhaps, this is why so many organizations partner with an expert technology firm (shameless plug) to consult with and manage the project for them.

Whether you manage the project in-house or partner with a service provider, the most important aspect of project status reporting is the analysis of risks. 

Ask yourself…  

•What is the risk today?  

•What is the risk preventing the next step in the process?  

•If this phase of the project is delayed or stopped, what does that do to the final completion of the project?

•If this risk becomes reality, what does it do to the company and the strategy that requires the new system?  

Analysis of these parameters can determine whether other business decisions must be modified or delayed.  With regards to the status of the information system completion, executives must consider purchase of equipment, financing, delivery to customers and return to shareholders.

The success of a business is dependent on good management from the executive or executive committee.  The success of a new system or technology initiative is also dependent on the decisions of that leadership.  Without executive ownership and proper analysis of risk, technology projects cannot be successful. 

What is the role of executives in system selection, implementation, risk analysis and ongoing support?

If you had told business owners ten years ago that in 2008 they would be able to have business e-mail, contacts, calendar and tasks available on their mobile phones, your standard response would have been, “why?”  Also, you would have been tossed out as some sort of IT snake oil peddler.

Ten years ago, the general population didn’t even know about e-mail. But with the evolution of these standard business tools and leverage of even faster-evolving mobile phone technology, the future is now.

When choosing the right mobile solution for your business, you have options with important differences between them. There are two major players offering mobile office-synchronization solutions. *The Apple iPhone® is an emerging player in this market. It just recently released firmware 2.0, which has true push-sync capabilities similar to the industry leaders. This could definitely make it a viable option soon.

The current leader is Research in Motion (RIM), makers of the BlackBerry® platform. The second most popular is Microsoft Windows Mobile®. Just like personal computers, Windows Mobile devices are made by several different manufacturers.

BlackBerry was the first enterprise-class mobile solution, and that’s the reason it’s still number one. RIM has taken baby steps towards improving the product since its inception. The devices have gotten smaller and software has become extremely robust. A major benefit of BlackBerry is its experience.  From day one, the software was designed with enterprise in mind — making security, scalability and management the foundation of the system.

For businesses with more than five but less than 15 devices, RIM offers Small Business BlackBerry Server, which gives much of the same functionality as the full enterprise entry with fewer licenses. The full console is still available to manage all devices, including the ability to remotely wipe lost devices, set policies and control exactly what gets synced and how.

In spite of its dominance, RIM’s offering has drawbacks. Network outages have knocked out BlackBerry services on several occasions, most lasting for hours. A few hours on rare occasions may not sound like a big deal, but when you come to depend on your BlackBerry as a tool, it can seem like life or death.

Another drawback is the BlackBerry Enterprise Server (BES) software. It’s an extra expense to incur. Factor the recommended yearly support, and it can become quite expensive. BES can be finicky. Even RIM recommends running it on a separate server (not every business has an extra server lying around).  I have seen heavy calendar users experience issues due to the complexity and sheer volume of their traffic. If you can live with these limitations, BlackBerry is an otherwise excellent and mature solution.

Windows Mobile is the other alternative. With the advent of this solution, companies are no longer chained to BlackBerry as the only mobile option. Microsoft uses existing technology built in to Exchange Server, which is slightly modified, to “push” e-mail out to Windows devices. The solution was dubbed Exchange ActiveSync with DirectPush technology. Microsoft eliminated the need for third-party software or servers, only requiring some minor configuration changes and purchasing an SSL certificate for your domain (sometimes optional). Setup can be a little complicated, but once everything is configured, it’s a reliable and native option.

Because ActiveSync and DirectPush are newer technologies, the devices are catching up to BlackBerry’s market share. Most Windows phones are bigger, but make up for it by performing the functions of a Pocket PC. The trade-off in size allows you to edit Word and Excel attachments on the fly.

However, the battery life of Windows devices leaves a little to be desired, partly because of the way DirectPush works. Microsoft has also addressed the issue of security by allowing administrators or users of lost or stolen phones to remotely wipe all data from the Pocket PC through Exchange. With Exchange 2007, users can wipe their devices from the webmail client, which is accessible from any global Web browser.

Last but not least, the wild card entry from Apple. As of the World Wide Developers Conference in June, Apple has shipped six million units. The new iPhone 3G sold more than one million units in the first three days, following the July 2008 release.

Let’s put that into perspective:

• Apple has shipped 7 million iPhones in the past year
• RIM has shipped 5 million BlackBerrys in the previous three years
• iPhone searches on Google are occurring 50 times more than any other mobile solution

I just recently got the chance to demo the direct push feature on the iPhone, after waiting more than a year. I must say, it’s impressive. It works much the same as the Windows solution. If you have an Exchange Server, you can type a few keystrokes and start synching. E-mail reception and contacts synching are instant. One drawback is that it’s possible to view Word, Excel and PDF files, but not edit them, yet.

Consumer demand makes purchasing phones for businesses more complicated than other technology. Apple’s Web site currently states, “Corporate customers contact AT&T.” From what I can tell, this phone is not ready for prime time. The fans are out there and growing. Only time will tell if Apple has what it takes to capture the market, but it certainly cannot be ignored. What do you think?