Situation: A company has run out of space and is planning a move to a new and larger facility. The biggest challenge is that they maintain a live online data center upon which their clients depend. How do you move a live online data center?
Advice from the CEOs:
This is not a rare event. Many companies with live online data centers have to upgrade their systems on a regular basis as equipment and software technologies evolve. Maintaining service during a move is not significantly different. Research what steps these companies have taken to minimize disruption during upgrades.
Don’t try to do it all by yourself. Seek outside expertise to help you plan the move, and to develop options that will minimize both downtime and service interruption.
Ask a trusted data center resource for a 3rd party audit of your move plan.
When one company moved, they overlapped their leases by one month, and their Internet connections by 2-3 months. This gave them breathing room as they completed the move and allowed them to stay live uninterrupted through the move.
Another company increased their back up servers and service. They also planned their move to occur during what they knew would be a low demand block of time. As a result, they were able to complete the move, plug in the servers and were only down for 30 minutes.
If it is feasible, consider leaving your old center in place as a back-up data center.
Conduct a number of practice shutdowns and restarts to test your systems.
A company is experiencing change in both organizational complexity and culture as it grows. Employees feel that the company doesn’t have the same team atmosphere that it had when it was smaller. How do you manage change associated with growth and new opportunities?
Advice from the CEOs:
Change is an inevitable part of growth. Employees need to understand this simple fact. Change is tied to: age and stage of growth, changes in leadership, performance challenges, changes in customers and competition, and changes in the working environment. For example, the simple addition of Millennials to the employee pool will change the nature of a company.
What else do we know about change? That it is: an opportunity, filled with uncertainty, complex and disruptive.
Typical responses to change from staff are: denial, resistance, anger, fear, confusion, being divided about the impact of change, and chaos. It is important to understand this and to communicate to employees that their reactions are normal. They will also get over these reactions as they adapt to new conditions.
Denison Consulting has developed a model that represents four factors – Mission, Consistency, Involvement and Adaptability – with measures under each factor. The model provides a visual representation of how the organization currently measures up in each of the twelve factors, and provides a clear and understandable map of where the organization needs to focus to make the changes required to survive and thrive.
Special thanks to Paul Wright of Denison Consulting for his input to this discussion.
Interview with G.K. Chitta, CEO, INSTA Intelligence Technologies
Situation: Fast growing companies often find it difficult to scale internal IT management to keep pace with database growth. There are typically 1-3 people in charge of dB management in a small to medium-sized business. Crisis hits when there is an abrupt system shutdown for up to 48 hours and a significant disruption to company operations. How can this be avoided?
The difficulty is that small infrastructure teams often don’t have the range of skills to diagnose dB issues. Calling Oracle, SAP, etc. for assistance gets expensive fast.
One option is to outsource business intelligence and dB management to a specialist. Quality offshore resources exist that can take over support of company BI and dB management, offering a full suite of services from anti-virus to preventative diagnosis of subtle misalignments.
For example, INSTA replicates the dB in a remote data center so that they can monitor the system for errors, develop solutions, and remotely resolves errors with no interruption to users.
In addition, some outsourced specialists include calls to Oracle, SAP and so forth as necessary to resolve problems at no cost to the client.
In a recent pilot study in a company with 5 servers, the offshore outsource partner provided a full suite of services and was able to increase uptime from 95-97% on a daily basis to 99.97%. This level of performance should be the goal.
Your outsource provider should have 24/7/365 support services, and
Should provide you with a service-level agreement (SLA) prioritizing issues so that the most critical issues are resolved fastest.