Disaster recovery planning can be a bit like this; planning for the known knowns and the known unknowns – but what about the unknown unknown such as the current pandemic. A pandemic has been a planning scenario but one like this? Planning for the consequences of volcanic disruptions in the UK took a whole new meaning after Eyjafjallajökull eruption. It is still and will always be a case of “When..not if” an interruption is going to hit.
We knew a pandemic was likely to happen, and will likely happen again, but maybe we cannot foresee all the consequences. A clear example of this is the disruption that Covid-19 has brought to our everyday lives (personal, business and community). That has given centre stage back to the elements of physical disaster/business interruption planning. Additionally, though it can heighten other risks, after all interruptions can come in many guises.
A clear example of this in the current crisis is the advent of greater numbers of remote workers and the fact that cyber-attacks increased from 12% malicious email traffic before the UK’s lockdown in March to more than 60% (according to Darktrace) in under six weeks. Not only that but they have increased in sophistication – fake requests to reset VPNs, Zoom videos, spoofing attack.