iPremier’s IT Crisis

604 WordsFeb 4, 20182 Pages
iPremier’s IT was in the offensive quadrant /strategic mode of the IT strategic grid and to detriment remained at stage one of the evolution of IT governance (Nolan and McFarlan, 2003, Rau, 2004). All of their business was conducted online with highly affluent clientele, therefore any service loss/failure could have detrimental effects on the business in a very competitive industry sector. I have identified business continuity, governance and performance measurement issues as the three key factors that led to the iPremier crisis. 1. Inadequate disaster planning: Information security involves more than just the technical aspects, there are also social, organisational and human ones (Williams et al, 2013). Whilst there technically was a business continuity plan (BCP), it was out of date. In addition there was insufficient knowledge amongst the staff involved as to the location of the BCP. iPremier lacked a clear governance structure and therefore crisis leader to provide direction and decision making. Although, iPremier had discussed practicing incident responses, no time had been allocated for such. In addition, it was difficult to get business leaders to willingly commit resources on business continuity/disaster recovery planning and implementing risk mitigation strategies (Snedaker and Rima, 2014). When the attack occurred, the combination of these factors resulted in an inefficient, confused response which was exacerbated by multiple players getting involved, increasing

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