Wet objects (electronic) – Disconnect from the power source and do not turn it on. In the case of disk drives or other electronic storage devices – inventory all of them and label them.
Mobile Devices – cell phones – Small items like cell phones and mobile devices can be put in rice. The rice absorbs the moisture and after a day or two, they can be turned on. In most cases, this works.
Wet objects (non-electronic) – Rinse with clear water or a fine hose spray. Clean off dry silt and debris with soft brushes or dab with damp cloths. Try not to grind debris into objects; overly energetic cleaning will cause scratching.
Drying Objects – Air dry objects indoors if possible and use portable fans to move the air. Sunlight and heat may dry certain materials too quickly, causing splits, warping, and buckling. If possible, remove contents from wet objects and furniture prior to drying. Storing damp items in sealed plastic bags will cause mold to develop.
Mold Prevention and Cleanup – Exposure to molds can have serious health consequences such as respiratory problems, skin and eye irritation, and infections. The use of protective gear, including a respirator with a particulate filter, disposable plastic gloves, goggles or protective eye wear, and coveralls or a lab coat, is therefore essential. In order to inhibit the growth of mold and mildew, you must reduce humidity. Increase air flow with fans, open windows, air conditioners, and dehumidifiers. Moderate light exposure (open shades, leave lights on in enclosed areas) can also reduce mold and mildew. Remove heavy deposits of mold growth from walls, baseboards, floors, and other household surfaces with commercially available disinfectants. Avoid the use of disinfectants on historic wallpapers. Follow manufacturers’ instructions, but avoid splattering or contact with objects and wallpapers as disinfectants may damage objects.
Broken Objects – If objects are broken or begin to fall apart, place all broken pieces and detached parts in clearly labeled, open containers. Do not attempt to repair objects until completely dry or, in the case of important materials, until you have consulted with a professional conservator.
Paper Materials – Documents, books, photographs, and works of art on paper are extremely fragile when wet; use caution when handling. Free the edges of prints and paper objects in mats and frames, if possible. These should be allowed to air dry. Rinse mud off wet photographs with clear water, but do not touch surfaces. Wet books and papers should also be air dried or kept in a refrigerator or freezer until they can be treated by a professional conservator.
Office Furniture – Furniture finishes and painting surfaces may develop a white haze or bloom from contact with water and humidity. These problems do not require immediate attention; consult a professional conservator for treatment. Textiles, leather, and other “organic materials will also be severely affected by exposure to water and should be allowed to air dry. Shaped objects, such as garments or baskets, should be supported by gently padding with toweling or unlinked, uncoated paper. Renew padding when it becomes saturated with water. Dry clean or launder textiles and carpets as you normally would.
Art Work – Remove wet paintings from the frame, but not the stretcher. Air dry, face up, and away from direct sunlight.
Metal Objects – Rinse metal objects exposed to flood waters, mud, or silt with clear water and dry immediately with a clean, soft cloth. Allow heavy mud deposits on large metal objects, such as sculpture, to dry. Caked mud can be removed later.
Minimize breach response cost with operational strategy
While the costs of a data breach can vary widely on a case-by-case basis, CIOs who understand the drivers behind the expense will be better positioned to take steps needed to protect their organization.
Here are 6 way to minimize breach response cost:
Eliminate data you do not need.
You can potentially dramatically reduce your exposure by destroying records of past customers. You cannot lose data if you do not save it. In 2015 one company served 69 million customers, yet when they were breached that year, they exposed 78 million records. The extra nine million records most likely come from former customers. Each of these individuals had to be notified and offered credit monitoring, driving up costs.
Do not store street address if there is no real business requirement.
When a breach occurs, companies are typically required to notify affected individual via old-fashioned, handwritten “snail mail.” But they can use alternative methods of notification, such as email or public announcement if they do not have a valid mailing address. Physical, written notifications can cost up to $2 per person, and the cost quickly adds up. It may be worth asking twice what the business need for those customer addresses is and considering not capturing these addresses to reduce the exposure to notification requirements.
Utilize logs to prove proof a breach or data loss did not occur.
One industry study shows that in 44% of incidents, public notification is not required. To avoid notification, companies must prove that, even if they were attacked, no records were improperly accessed. To do so, they use systems logs. Without logs, a company may be forced to assume a breach occurred because it cannot prove otherwise.
Follow PCI rules and protect credit card data.
For breaches that involve credit card data, reimbursing card companies for fraudulent transactions can amount to a staggering cost, from $3-$30 or more per card. New chip cards are designed to reduce fraud, and early data show they are having the intended effect – MasterCard reported a 54% reduction in counterfeit card fraud costs at retailers who have switched to chip cards.
Use experts who know the breach response landscape.
Your breach response effort is not a good time to reinvent the wheel. Missteps happen fast and have serious consequences. Credit monitoring alone can cost $5 to $30 per person. Data breach specialists, such as PR consultants or data privacy lawyers, often have seen as many as hundreds of data breaches and are highly practiced at helping you craft a genuine story that keeps confusion – and costs – down.
Be prepared for additional audits and compliance reviews.
In the wake of a breach, a company may be audited and investigated by a number of regulatory agencies. While it’s not guaranteed to occur, it is likely, and there are simple steps you can take to prevent sensational fines if it does. To start, CIOs and CFOs should be strong advocates for the implementation of the security controls recommended by external auditors or by regulators themselves.
Chief Digital Office (CDO) & Chief Mobility Officer (CMO) Hot C-Level Jobs
Top 5 Hot Jobs – CDO & CMO Hot C-Level Jobs that are not only new but also hot. In the case of Chief Digital Officer (CDO), we have found that one in five companies now have some in that role. In addition, half of those enterprises hired the incumbent in the last 12 months. The case is not quite as strong for the Chief Mobility Officer (CMO) as we found that only one in ten organizations have an individual other that the CIO assuming those responsibilities.
Many of the hot new jobs often report to the operational side of the business, instead of the traditional IT organization under the authority of the CIO. Part of the reason for that is that almost half of all IT functions report up thru the financial side of the enterprise, not the operational side.
The five hot new jobs are listed below and have links to pages describing the major roles and responsibilities they have:
All of these jobs have one thing in common. They are addressing the issues, roles, and responsibilities of the new age marketplace. Without the Internet, e-commerce, and mobile users there would be no need for these positions.
But, as it is these are the new jobs that have been created by these new technologies and changes that have taken place.
Telecommuting Top 10 Reasons Why include the following:
Flexible Work Hours – If employees telecommute then their schedules become more flexible.
Reduce costs – telecommuters can save money on transportation costs such as gas, parking, public transportation, work clothes, and dry cleaning bills. Employers can save money by reducing overhead and retaining employees.
Ease the strain on employees -telecommuters have greater flexibility to plan non-work-related activities around their business schedule instead of searching for the time in the early morning, late evening, or during lunch.
More Productive – telecommuters will save the time they now take to commute to their place of employment.
Minimize Non-Work Distractions – At times employees in an office setting can be distracted from their work by untimely interruptions from peers, impromptu meetings, or pulled away onto other projects. Telecommuters may find themselves more productive.
Better Morale – Working from home usually means telecommuter have more time with their family.
Green Solution – Working from home part or full-time reduces the auto emissions and decreases gas consumption.
Stay Healthy – Working from home decreases the stress caused by inflexible hours, commuting time and costs, continual rushing to unmet family needs, sitting idle during a commute and provides time to exercise or pursue endeavors of particular interest to you.
Potential Tax Deductions – Income deductions are available for home-based work-related expenses such as fax, scanner, phone, computer and office supplies.
Reduce the Need for Outsourcing – Working from home helps keep jobs domestic and reduces need or desire for business and industry to contract with other countries for work that can be done at sites other than the main office.
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10 steps to a raise is a program that anyone can follow. They are easy and something that IT pros (and others) can implement fairly quickly. However the results may take some time.
Make users love you
Understand where the CIO and company are moving
Learn how to implement and apply the latest technology
Get certification or first hand experience
Market your skills
Have and use the latest technology and tools
Provide peers with insight and training on your area of expertise
Fit into the organization as a team player
Be a focal point in the latest technologies
Network with IT Pros in other organizations that have the same technical responsibilities
Janco and eJobDescription.com has conducted salary surveys of the IT Job market since 1989. The data from this survey has been published in the Computer Industry Almanac, the Wall Street Journal, the New York Times, eWeek, and many other business and industry publications. In addition over the years it has been featured on CNN, the Wall Street Journal, and several national and international media outlets.
The salary survey is updated twice a year; once in January and then again in July. Janco and eJobDescription.com not only look at base salaries, they also report on total compensation.
Women CIOs hold over 20% of all CIO roles according to data analyzed by Janco Associates
Women CIOs – In the process of capturing public data on CIO compensation, Janco has found that well over 1 out of 5 CIOs is a women.
According to the CEO of Janco Associates, at least two thirds of large public companies doing CIO searches require the recruiter to include women in the candidate pool. Further, when “all else is equal”, between a male candidate and a female one, companies are tending to choose the latter specifically to enhance the diversity of perspectives on the management team.
Unfortunately, even with this data, there are still too few women in senior, experienced roles to populate the candidate pools of all diversity-minded companies. So it’s not enough to decide at the CIO level to hire a woman. The relevant decisions must be made and opportunities offered earlier, at the developmental stage of potential finance leaders.
Companies need to provide more mentors who can share wisdom about things like where to invest time and ways to be motivated.
For those with leadership potential who prioritize family and stability over always making the best career move, the path to the C-suite may be inherently more difficult in CEO and finance than in other functions, like IT and human resources.
Tech savy young hires talent Shortage is real for many enterprises
Tech savy young hires talent shortage is widely discussed among CIOs. The shrinking unemployment rate has drained the talent pool in many corporate IT functions and industries, and companies continually complain that they can’t find qualified staff. For Information Technology departments, the problem is different: If they were looking solely for the technical skills they wanted years ago, they would be overwhelmed with candidates. Today, though, such skills are table stakes, and the focus is on finding people who stand out because they have other desired qualities as well.
Given companies’ increasing reliance on data in decision-making, demand is soaring for a demonstrated aptitude for analytics. Even more important for the long-term success of new hires, however, are assorted “soft” skills that allow them to communicate and collaborate with others, as well as influence others’ attitudes and behaviors.
According to some CIO, there is not a shortage of finance talent per se, but there is a shortage of people who have both technical expertise and these additional skills that will enable them to work well inside an organization.
Given this shortage, IT departments are aggressively positioning themselves as employers of choice. And they can’t allow themselves the luxury of easing up on that quest, since their competitors are doing the same thing.
What are CIOs and CFOs looking for
CIOs and CFOs are telling Janco Associates they want Information Technology students who know how important application strategy will be in any IT function and who show a willingness to embrace and explore analytical tools and methods. Students don’t necessarily need to know how to code. Many companies that are successfully hiring young candidates with prowess in analytics are looking beyond traditional sources like business schools and accounting firms.
The problem is that demand for those candidates far outpaces supply. CIO should be looking for people who may not have the desired business background or professional experience but who possess the analytical skills IT pros need now and in the future.
10 point DR power checklist defined in Janco DR/BC Template
10 point DR power checklist — After an event that disrupts a network, availability of power to recover and run the network often is critical. Below is a 10 item check list of what to consider in your disaster recovery – business continuity plan.
Electricity, water, broken wires do not mix. Before anything else validate that the power source and power distribution systems are dry and functional before power is turned on.
Understand the minimum power requirements to be operational. Have a clear understanding of a facility’s critical loads.
Have an adequate fuel supply to operate backup power sources. Make smart fuel and technology choices, considering things such as if natural gas pipeline service were to be disrupted in your community. Make sure that you have sufficient fuel storage capacity onsite for an extended outage.
Set reasonable response times for standby generator. Frequent outages of a few seconds, a few minutes, or more, can have significant cost implications for businesses. While some other generators take up to two minutes to engage, diesel-powered generators are uniquely able to provide full load power within 10 seconds of a grid outage.
Maintain your equipment and test it operations. Standby generators should be exercised periodically to ensure they will operate as designed in the event of an outage.
Understand your environment and geography. Even the best generators won’t work underwater when subjected to extreme flooding. Check unit location for protection from flooding and ensure you use the proper gauge extension cord.
Set up generators in an “open environment”. Use generators or other gasoline or charcoal-burning devices such as heaters in an open area or outside near an open window. Carbon monoxide fumes can build up and poison people.
Quarterly review your load. Know when there are any new demands or critical circuits to protect. If you’ve added new computers or other power-hungry devices, consider updating switchgear.
Meet all mandated compliance requirements. Make sure you have the proper permits and records on operations.
Optionally contract for a rental power source. Consider a rental generator power for use in the event of an extended outage.
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Top 10 WYOD Best Practices – Employees bringing their own smartphones into the workplace started the BYOD trend requiring enterprises to deal with the serious security implications that come from these devices. The decision for employees to wear their own device (WYOD), such as an apple watch that can link to your Wi-Fi; capture audio, video and data; store; and transmit poses similar problems for IT departments. Employees and individuals outside of the enterprise can use these devices, sometimes discretely, to access and share business content.
This puts corporate data and infrastructure at risk, and reinforces the need for IT managers to focus on securing the content, rather than the device that’s in use. Wearable devices simply add another level of access and security concern to what we’ve already seen with the BYOD trend.
Here are top 10 best practices for WYOD:
Have a strategy for how, when and why WYOD devices can be used
Implement an acceptable use policy
Identify the connectivity options that are available to both internal and external users
Approved devices should be easily connected to the available secure access points
Define a management process for the WYOD devices
Plan for the activity WYOD devices will add to the network
Make collaboration tools a priority
Secure the end points and isolate sensitive/confidential information and locations
Be prepared for little to no advance notice on upgrades
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There are 10 burning questions that CIOs need to have answers to.
The chief information officer’s (CIO) role, responsibilities and influence is growing in today’s boardroom. And the CIOs job itself is expanding as well. The CIOs of the next decade face many challenges. The CIOs who will succeed will have a common set of skills.
The 10 CIO questions are:
Can the CIO and IT organization sustain technology hype and deliver value?
How secure is the data of the enterprise and its customers and suppliers?
What is the next core systems evolution that the CIO and IT organization going to undertake?
How and when will drones be used with the enterpriser?
What are the implication of “industry giants” like Goggle going to impact the operations of the enterprise?
Can Blockchain (a distributed database that maintains a continuously-growing list of ordered records called blocks that interconnect enterprise data) be implemented within the enterprise?
Can enterprise’s product designs keep up with opportunities from technology?
Will vendor consolidation continue?
Is digital distribution and marketplace about to take over?
Are KPI metrics and analytics investment paying off?
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Top 10 rules of the road for CIOs when creating IT organizations
Top 10 rules of the road for CIOs as they build a modern IT function. The organizational structure must support the goals of the organization and be consistent with its culture and capabilities. Well-defined reporting structures are based on the IT and business direction; take into account organizational barriers; and consider the effect of combining or separating the functions that are targeted for change.
Limit the span of control for professional staff that report directly to the CIO – The number of direct reports should be limited to between 5 to 7 direct reports of professional resources.
Minimize the depth of the organization from the CIO to the technologists (developers and planners) from the CIO to the staff doing the work.
Parallel the overall IT organizational structure to the operating structure of the enterprise
Create career paths for IT specialists into enterprise operational functions
Have an operational management, quality control, and customer service function that can provide direct feedback to the CIO.
Integrate strategic planning, security, and business continuity planning into the overall organizational management processes
Create positions within the organization which non-IT professionals can take to create bridges to enterprise operations and productivity
Integrate human resource planning and training with the corporate human resources group
Create an industry relations function that looks at what competitors are doing with technology
Build bridges to independent IT functions within operational units to keep abreast with what pragmatic technology solutions they are building independent of the CIO’s organization.
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