Luc d'Urso CEO
Preserving the Data Points of History
Editor’s Desk
Sakshi Shrivastava Sakshi
Whyisourhistoryimportanttous?
Becauseittellsuswhoweare,whatwehavedone,and whatweshoulddonext.Ourdataisourpersonalhistory Wemightbestoringitinharddrivesandserversbutmake nomistake;itisaspreciousasthecavepaintingswe treasure.
Butthispricelesshistoryofoursisunderconstantattack.If itisnotanaturaldisasterlikefire,hurricane,andtsunami; thenitissomethingman-madelikeviruses,ransomwares, orplainhumanerror Ascavepaintingsmustbepreserved inmuseums,sodatamustbebackedupcarefullylestwe loseitinadisaster
Businessesknowthisbest–everydisasterhasacost. Perhapsit'sgauchetotalkaboutmoneywhentalkingabout somethingpricelesslikehistoryandidentity.Still,the currencyishowenginesofcivilizationmoveforward,and artifactsofhistoryarerestored.
Losingdataisquitecostly,ascompaniescanattest.The averagepayoutforaransomwareattackhasincreasedby 71%fromlastyear,reachinguptoalmost$1millionnow. AndastudybyGartnerGroupfoundthatonly6% businessessurviveafterexperiencingcriticaldatalossfrom naturaldisastersandotherevents.
Sohowdowepreserveourdata?Whodowetrusttolet thempreserveitforus? Insights Success wentonan expeditiontofindthebestbackupsolutionproviderswho canplaythepartofahistoricpreservationist.Inthisedition, "5 Best Backup Solution Providers to Watch," wehave curatedalistofbackupsolutionproviderswhowillassist youinstoringyourdatasafelyandrecoveringitifyou must.
FeaturedonthecoverofthiseditionisAtempo,acompany thatintroducedtheconceptoftimenavigationforusersto beabletorestoretheirdatafromanypointinitshistory whilealsoworkinghardtoreducethedowntimeof businessesafteradisaster.
Gettoknowthesecompanieswhowanttohelpyousecure yourdata–whatwastheinitialideabehindthecompany, whatittooktobecomealeaderintheindustry,the challengestheyfaceinachangingbusinessworld,andhow theyarecontinuouslyinnovatingtoguardyourdatafrom newthreats.
Staysecureandperuseatleisure.
Professor,
Editor-in-Chief
Managing
Abhishek Joshi, Sakshi Shrivastava
Revati
Senior Sales Manager
Anish Miller Sandeep Tikode
Kshitij S Peter Collins
Marketing Manager
John Matthew
Technical
Prachi Mokashi
Sales Executives
David, Martin, Jeff Milton, Krutant S
Business Development Executives
Steve, Joe Jacob Smile
Dominique T.
SME-SMO Executive
Sagar Lahigade Frank Adams
Circulation Manager
Robert Brown
Lucd'Urso CEO
We have a reputation for high-level technical expertise in data management needs including prote ing and migrating very large unstru ured data volumes.
Luc d'Urso CEO ATEMPO
The
Intheearly90s,whenorganizationsworldwidefaced
twocrucialchallengesofincreaseddependenceonIT andagrowingvolumeofdigitalinformation,Atempo introducedtheconceptoftimenavigation.Itallowedusers toaccessallbacked-upfilesatanytime,restorethefiles thathaddisappearedatanexceptionalspeed,andreduce downtimeincaseofamajordisaster
Sincethen,Atempohasbecomerenownedworldwidewith itsexpertiseinconventionaldataprotection,preservingdata ecosystemsformid-sizedandcorporateorganizations.
TheParamountNeedforSecurity
Datahaspoweredthe21st-centuryduetoitspeculiarityof beinganinfiniteresource.Humankind'sdigitaltraces betweenrecordsofconnectedhaveandcancontinuetobe exploitedtocreatevalue.Anorganization'sabilityto exploitandprotectthedataitproducesorretainswillgive anorganizationasustainablecompetitiveadvantage.
Atempoconstantlywitnessesfluctuationindata environments,whichactmuchlikeecosystems.Likea naturalecosystem,thedataecosystemevolvesovertime. Tothrive,itmustmaintainitsbalance,resistaggression, andrecoverwithoutdelay.
"Preserving data ecosystems" istheAtempobaselinethat defendsthisconceptandputsdata,themostvaluableasset, attheheartoftheecosystem.
TheBestoftheBest
Atempoprovidesbackupsolutionsforworkstationsand serversandmigrationandarchivingsolutionsforlarge volumesofdata.Itisthelastlineofdefenseagainst cybercriminalattacks,theremediationcomponentwhenthe preventiondefenseshavebeenbreached.Atempo's solutionsaredesignedtomeetthemajorchallenges:
Explodingdatavolumeswillrisefrom97zettabytes globallyin2022to181zettabytesin2025(SourceStatista). WithitsDataManagementplatform,Miria,Atempoisone ofthefewmulti-petabytevendorswithtechnologythat scalestomatchstoragegrowthandefficientdata management.
Newworkmethodsanddatastorageinsilos:Atempo anditsDataProtectionplatformaddressesthechallengeof backingupdatatoaprivateorpubliccloudwhenusers
workremotely.Millionsofcompaniestodayworkwith Microsoft365,whichprovidesM365databackupand restoresolutions.Atempodeliversarobustsolutionthat extendsbeyondtheMicrosoftdataretentionperiodstoback upandprotectthelong-termconfidentialityofM365data. Italsooffersacontinuousdataprotectionsolutiontoprotect theworkstationfiles.
Cyberriskscontinuetobeagrowingthreat.Atempo providessolutionsforcontinuousdataprotectionandtime navigationforrapidrecovery.Itsstorageisalso inaccessibletocyberattackswhencombinedwithairgap solutions(novirusormaliciousencryptiontoolcan penetrateanofflinetape)orimmutablestorage(S3).
TacklingtheDataChallenges
Thecurrentsituationrequirescompaniestoconsidertwo majorchallenges:
Astrongdesireforreinforcedconfidentialityforbusiness dataentailingarapidevolutionofrulesandregulationson protectingprivacydatainEuropeandinmanyother countries(CCAPCalifornia,Japan,Africa...)
AclearneedfortrustedsolutionscausedbyGeopolitical frictions:thewaratthegatesofEuropebringscompaniesto realizethevalueofdatainthedigitalindustry Today, cybercrimeisusedasaweaponofmassivedestruction.To defendagainstsuchthreatsandtoavoiddependencyon overseassolutions,organizationsmustrelyonsovereign andtrustedsolutions.
Atempoprovidesasustainableapproachasshortagesaffect numeroussectors:naturalresources,energy,electronic components,etc.
StayingAhead
Atempois,aboveall,anengineeringcompany.Itavoids blindlyfollowingthecompetitionandcertaintrendsor hype,whichoftenturnouttobeephemeral.Atemposeeks outconcretebenefitsofactualtechnologicalrevolutions fromwhichthecustomerswillbenefit.Thecompany concentratesoncustomersatisfactionbyofferingtrustand loyalty Atempo'sprimarygoalsareavailability, responsiveness,andtheprovisionofrelevantinformation. WorkingcloselywithintheecosystemhelpsAtempomake senseofeachexperience.Lastly,havingaglobalpresence, Atempoiscommittedtomaintainingastrongandethical
AUniqueTake
Extractingvaluefromunstructureddata,machinelearning, andAIwillbeattheheartofmanybusinessdrivers. Ensuringbigdataisavailableforanalysisandvalue extractionwillbecrucialformany.Ithasledtothecreation ofadedicatedinnovationandresearchcenterinOrleans, France,knownasNextino.Nextinohasateamofdata scientistsworkingonspecificAIapplicationsgeared towardsmovingandmanagingverylargedatasets.Soon, Atempo'scustomerswillbeabletostoreandexploittheir datawheretheywantandwhentheywantandmanaging verylargedatasets.Soon,Atempo'scustomerswillbeable tostoreandexploittheirdatawheretheywantandwhen theywant.
AtempohasbeentheonlymajorEuropeanplayerinthe industryforoverthirtyyears.Thecompanyhasevolved witheachnewtechnologywhilemaintainingaclearfocus onprotectingcorporatedataandensuringitsconfidentiality Atempo'sindependencefromhardwarevendorsandits immunitytotheCloudActsetitapartfromotherplayerson themarket.Itsstrongpointsare:
Disruptivetechnologywithoutfollowingmajormarketing trends,focusingonwhatisbestforthecustomer.
Openinnovation(involvingvendors,systemintegrators, andcustomers)tomeetitscustomers'needs
Soundengineeringwithanaverageof14yearsinthe storagesectorperdeveloper
Strongtechnologicalandstrategicpartnershipswithinour ecosystem(storagevendors,distributors…)
WhatLiesAhead?
globalpresence.Wecreatevalueinanycountrywherewe conductbusiness.
Atempoprovidesorganizationswithtrustedsolutionsthat aredesignedtomeettheirrequirements.Forexample,to helpFrenchorganizationssecuretheirdigital transformationandtheexplosionofcollaborativework,the companyrecentlypartneredwithMicrosoftand Be-Cloud, aFrench-basedintegrator,toofferanM365databackup solutiondedicatedtoresellers.Thisexclusivecollaboration enablesSMBstouseM365withtotalpeaceofmind knowingthattheirdataisprotected,throughapowerfuland flexibleSaaSsolution,withcompetitivepricing.
Thedatabackupandstorageindustryisevolvingata freneticpace:datatsunamiandanincreasingproportionof unstructureddataforceorganizationstoadaptfastor disappear Tomeettherequirementsofenterprises(multicloudstrategies,high-performancestoragetosupportthe growingvolumesofdata,andmoreeffectivedata managementsolutions...),Atempotakesadvantageofthe mostinnovativetechnologies(AI,machinelearning,IoT...) andleveragesitspowerfulecosystem.Theobjectiveisto provideDataProtectionandDataManagementsolutions withflexibility,agility,andcapabilitytoperfectlymeet customers'expectations. www.atempo.com
CRISES Are OPPORTUNITIES to LEAD
-ByDaveUlrich,RensisLikertProfessor, RossSchoolofBusiness,UniversityofMichiganPartner,TheRBLGroup
About the Leader
Dave Ulrich is the Rensis Likert Professor at the Ross School of Business, University of Michigan and a partner at the RBL Group (h p:// ww.rbl.net) a cconsul ng fir ocused on helping organiza ons and leades deliver value. He has published ovver 200 ar cles and book chapters and over 30 books. He edited Human Resource Management 19901999, served on editorial board of 4 Journal and on the Board of Directors for Herman Miller (16 years), has spoken to large audiences in 90 countries; performed workshops for over half of the Fortune 200; coached successful business leaders, and is a Dis nguished ellow in the Naa onal ademy of Human Resources. He is known for con nually learnin , turning complex ideas in o simple solu ons, and eaea neal value to those he works with in three fields.
WhathaveI(you)learnedaboutleadershipduring thecrises(globalpandemic,racialandcivic unrest,digital4.0,politicaltoxicity,and economicdownturn)? Howarethesecrises opportunities to lead.
Crisesputleadersundertimeandtransparencypressureto respondquicklywithnewsolutions.Individualleaders mattertosetdirection,allocateresources,instillconfidence, andmodelappropriatebehaviors.Collectiveleadership mattersevenmoreasorganizationsrequireleadership heroesatalllevelswhoservecustomers,carefor employees,andmakethingshappen.And,personal leadershipmattersmostofallaseachindividualadaptsto newworkingconditions(e.g.,workingremotely,using technology),managesemotionaldemands,andconnects withfamilyandfriends.
Whatarefoundationsofleadershiptobuildon?
In2009,NormSmallwood,KateSweetman,andI published The Leadership Code andidentifiedfivedomains ofleadershipcompetenciesthatleadersmaster:strategist, executor,talentmanager,humancapitaldeveloper,and personalproficiency
Infall2017,wevalidatedthefiveleadershipdomainsand identifiednewcriticalskillsineachdomainforeffective leaders.
What'snewinleadershiptoaddresscurrentcrises? Nowjustoverthreeyearslater,theconcentratedchallenges
fromthecontinualcrisesrevealnewleadershipinsightsthat leadtobeingbetterleaders,buildingsharedleadership,and creatingapersonalleadershipbrand.Letmepropose LeadershipCode3.0tocapture10leaderrequirementsfor discoveringandmaximizingopportunitiesincrises.
Strategist:ShapetheFuture(Wherearewegoing?)
Ÿ Create information asymmetry by separating signal from noise.
Technologyhasenableddigitaldistributionofinformation thatinundatesleadersthroughubiquitousemails,zoom calls,Instagramposts,twittercomments,andother informationchannels.Leadersneedtodiscernsignalsfrom overwhelminginformation.Signalsareasymmetric informationinsightsthathaveimmediateandlong-term consequenceandthatinformdecisions.Leaderswho separatesignalfromnoisefocusoninformationthatmatters mostandarebothanalystswithdataandanthropologists withobservations.
Ÿ Harness uncertainty
Asnewcrisesemerge,leadersfaceunprecedented uncertainty,notknowingwithclaritywhatthecontextwill beorhowtodefinitivelyrespond.Leadersfaileitherby promisingfalsehopeorbygivinguphope.Harnessing uncertaintycomeswhenleadershaverealisticoptimism aboutopportunitiesintoday'schallengesanduse uncertaintytoreimagineorreinventapositivefuture.These leaderstameapprehensionsbyfacingfears,envisioninga betterfuture,regulatingexpectations,andexperimenting nimbly
Executor:MakeChangeHappen(Howdoweget there?)
Ÿ Create the "right" culture (outside-in, the value of values).
Culturehasbecomeapopularleadershipagenda,almost becomingacatch-allpanaceafororganizationalsuccess. Mostapproachestoculturedescribetheunderlyingvalues ofanorganizationthatshapeorganizationprocessesand leaderbehaviors.Inthesecrises,culturecannolongerjust bedescriptionsofwhatisdone,butalsofocuson prescribingthe"right"culture.The"right"cultureconnects internalvalues(andbehaviors)withthevaluetheycreate forexternalstakeholders(customers,investors,and communities).Workboundariesareincreasinglylessabout aphysical"place"andmuchmoreaboutthevaluesthat createvalueforcustomers.Assuch,therightcultureisthe identityofthefirminthemindofcustomers,investors,and communitiesmaderealtoallemployees.Leadersfocusing ontherightculturecombinepurpose,values,brand,and cultureintoanintegratedorganizationalagendathathelps organizationssucceedinthemarketplaceandemployees prosperintheworkplace.
Ÿ Provide guidance to impact decision making.
Digitalinformationhasenableddataanalyticstomovefrom scorecards/dashboardstoinsightstointerventiontoimpact. Informationimpactcomeswhendatainformswhichactions deliverthemostvaluetokeystakeholders(employees, business,customers,andinvestors).TheRBLGroupand CorpUhavepartneredtocreateanorganizationalguidance system(OGS)thathelpsleadersdiscernwheretoinvest limitedresourcestodeliverdesiredresultstoall stakeholders.ThisOGSoffersleadersdata-based intelligenceonhowtoupgradetalent,organization, leadership,andhumanresources.Leadersincrisesneed guidance(asofferedbytheOGS[seewww.rbl.ai])tofocus investmentstohavethemostimpact.
TalentManager:EngageToday'sTalent(Whogoeswith us?)
Ÿ Personalize employee experiences.
Workingfromhomewiththepandemiccrisishasaffected peopleverydifferently.Frequently,youngeremployeeswho areusuallydigitalnativesmightbeexpectedtosavorthe virtualworkworld.However,theyoftenhaveyoung children,liveinsmallerresidences,oraresingleand seekingcommunity,thusmakingthevirtualworkworld challengingorunfavorable.Thesedigitalnativesmay preferthetraditionalofficesothattheycanfocusonwork andbuildcareer-enhancingrelationships.Inasomewhat similarvein,thesocialunrestandracialinjusticechallenges havecausedmanytoponderontheirpersonalbiasesasthey seektocreateamoreinclusiveandjustsociety.Fromeach ofthesecrises,leadersneedtobeevenmoreattunedto personalemployeeexperiences.Leadersasmeaningmakers demonstratesensitivityandresponsivenesstounique employeeexperiencesanddesiressothatemployeesfind meaningfromtheirwork.
Ÿ Hear others to express empathy (avoid "isms").
Tocreateabetteremployeeexperience,leadersneedtogo beyondlisteningtohearingemployees.Listeningmeans thatemployeesshareinformation;hearingmeansthat leadersreceivethatinformationwithempathy.Empathic leaderseschewthemany"isms"thatfilterthinkingand action(e.g.,racism,sexism,classism,elitism,ageism,and soforth),andhelpothersfeelappreciatedfortheirunique talentsandgifts.Thecriseshavealsocreatedanemotional malaisethatleadersneedtoappreciate.Beinganempathic leaderrequiresrecognizingpersonalbiasesandmalaiseand modelinghowtoovercomethem.Whenemployeesfeel "heard,"theyaremoreabletofeelconnectedandthenmore abletocontributetoapositiveworkplacethatleadsto marketplacesuccess.
HumanCapitalDeveloper:BuildtheNextGeneration (Whostayswhenwego?)
Ÿ Empower others to build their brand. Goodleadershavepersonalstoriestotell,andtheyshare themwell.Butgreatleadershelpotherscreateandshare theirstories.Eveninthemidstofacrisis,leadersneedto empowerthenextgenerationofleadershipbysharing information,buildingcompetence,delegatingauthority,and distributingrewards.Theultimatetestofaleaderishowthe organizationrespondsaftertheleaderleaves.Empowering leaderssavortheirleadershipposterity.
Ÿ Create psychological safety.
Almosteveryonehaspersonallyexperiencedbothasafe andunsafeworksetting.Inthesecrises,leadersneedtobe evenmorefocusedoncreatingasafeenvironmentfor employeestosharetheirpersonalandprofessionalfearsand anxieties.Whenemployeescanhonestlysharetheir concernsaboutemergingworkrequirements,social injustice,andcareeropportunities,employeesfeelheard andmoreconnectedtoacommunity.Leaderscreatesafe spacesbymodelingvaluestheyexpectofothers.
PersonalProficiency:InvestinYourself(Howareyou takingcareofyourself?)
Ÿ Navigate paradox.
Inourresearch,wehavefoundthatnavigatingparadox buildsontheleadershipskillsofauthenticity,emotional intelligence,andresilience(learning,grit).Leaderswho navigateparadoxrespectothers'opinions,disagreewithout
beingdisagreeable,andencouragedivergencewhilebeing abletoseekconvergence.Inthecrises,theseleaderslearn fromwhathasbeendonebeforebutalsoanticipateand createwhatcanbedonegoingforward.Leadersasparadox navigatorsappreciatethedialecticprocessasmuchasthe result.
Ÿ Be transparent and renew
Ultimately,leadersmodelbehaviorstheyhopeotherswill follow.Onrecognizingthepowerofparticipative management,anexecutiveleaderproclaimed,"Iamgoing todemandthatmyleaderspracticeparticipative management."Wrong!Youcan'tdemandparticipation. Ultimately,leadershavetomodelwhattheywantothersto be,know,anddo.Leadershiphypocrisyleadstocynicism andlossofrespect.Incrises,leadersneedtomodel transparencyastheyrecognizetheirpredispositionsthat theymustrenewtosucceed.
Summary:Code3.0Assessment
IamsurethatIhaveoverlookedmanyinsightscomingout oftheseperpetualcrises.Butasastartinglist,theseten insightsbuildonourLeadershipCoderesearchandmay applytoanindividualwantingtobeabetterleader,toall leaderscreatingaleadershipcapabilitythroughoutan organization,andtoanorganizationcreatingpersonal leadershipbrandbeyondtheworksetting.Indeed, crises are opportunities to lead.
