CIOIT Governance

Rebuilding Confidence after IT Failure

IT failure can be a fiasco and is a gut punch to any company. It can all go horribly wrong, terribly quickly. Using his own experience on the topic, Alistair Maughan writes for CIO UK how to manage IT failure.

Tackling IT Failure Head-on

CIOs and their teams are likely going to bear most of the strain caused by IT failure. This is regardless of their ability to effectively fix the problem with the tools they’re provided. Furthermore, the IT architecture could be tied up in a multitude of places. Companies may be more concerned with distancing themselves from the problem than being of aid during the problem itself as well.

Maughan says that the way a company goes about fixing a problem is crucial to the integrity of the company:

So in the immediate aftermath of a failure, the pressure will be on to both rectify the situation and to investigate the cause. One might assume that the obvious way to do this is simply to use the existing internal IT team. However, that team may not necessarily have the requisite skills and, secondly, may themselves be conflicted at wanting to deflect the cause away from deficiencies in the past IT organisation. It’s human nature to want not to accept blame for a failure. So, in my experience many organisations will seek to strike a balance between use of the existing team and importing additional, impartial external resources.

It’s also important to note that the external resources mentioned above are chosen by the legal team and not the IT team. This keeps any incredibly damaging information about the company’s own shortcomings from entering reports. The focus should instead be elsewhere. Restoring customer confidence and rectifying the problem should be the top priority in fixing an IT failure

For additional thoughts, you can view the original article here:

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