Does future-proofing set enterprises up for future failures?

Does future-proofing set enterprises up for future failures

CIOs believe that IT invests a high amount of money and time in the effort to save themselves from the imaginary attacks in the future that may never unfold

Enterprise leaders say that as IT spends too much time and money trying to prevent possible attacks in the future, it is more important that they gain insights from the adversity and reach positive disruption via anti-fragility.

The IT industry is well aware of the term “future-proofing,” whether from a network, application, infrastructure, or storage development perspective. The main reason for future-proofing is to prevent potential attacks by anticipating the future and developing measures to prevent incidents. However, in this process, technologists often create redundancy and features that will never be called upon.

Software development life cycle may seem like building a house based on a strong foundation, but the reality is far from it. It more or less entails trying to build a garden in the harshest conditions.

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Experts and enterprises have to learn how to navigate the challenges and discover innovative solutions, best practices, and detect what applications are best suited for the situation.

The core factors of an anti-fragility mindset

In order to achieve positive disruption, enterprises need to have an anti fragility mindset, which includes the following factors.

Redundancy

CIOs say that it is critical to analyze where redundancy can help improve the systems at minimal effort and cost. It is important to identify where the highest cost will occur if an incidence happens. What will be the system action or responsive measure if the cloud providers shut down service for an extended period? The impact of such an event on business operations should be well-known.

Enterprise leaders say that all redundancy is not harmful. Rather operating at the edge of efficiency makes the enterprise vulnerable. The pandemic has shown that organizations can become losers or winners in the blink of an eye.

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Various enterprises became victims to data breaches and financial crashes. Redundancy should not be created for its sake; it is vital to understand the business accurately; cost and risk impact of each decision and each of these decisions should be intentional.

The strength in stress

CIOs encourage pushing the enterprise software to its utmost limits and test how the stress can be increased on the software to make it more resilient. They encourage regularly running stress testing to find the chinks in the armor.

Enterprises always create a solution that builds in room to push through threshold limits. The solutions do not always run at capacity; the focus is on efficiency. Organizations are always ready to scale up if the business requires it.

This practice allows enterprises to acquire and integrate with new firms at the eleventh hour. The pandemic was a perfect example of this, where organizations that withstood the pressure were the ones that came out on top.

The IT, business, and product lines need regular stress testing to understand the limits. It helps enterprises to learn from the shortcomings and grow at a good speed.