To add complication, many researchers have noted that the succession process can be traumatic, possibly clouding the vision or purpose of the firm and its members. For instance, because owner_managers in small businesses have fewer organizational constraints to curb their power, their decisions can have proportionately higher consequences for the firm. Also, from a psychological perspective, owner_managers' ideological zeal has a great effect on shaping an organizations purpose and direction. In this way, one can understand that the absence of this passion post_succession can have a very detrimental impact on a firm. Finally, on a more obvious level, succession is one of the only events that firm is bound to face at some point during its lifecycle. Another way to indirectly discern the subject's importance is by examining the amount of academic research dedicated to succession. During the twenty_year period between 1970 and 1990, the number of academic articles on the topic jumped by 250% and today, one third of all family business literature deals with succession subject matter.
So the place to begin defining your disaster recovery plan is not in the server room but rather out among the business units. For example, maybe you work for a financial institution that has to comply with Sarbanes_Oxley, HIPAA or PATRIOT Act regulations. Information availability is required under all conditions, including routine back_up. Fines for non_compliance and damage to reputation for failure to comply are huge. Or Your organization manufactures precision electronic components and your ERP and inventory management systems must be operational during the week. Downtime costs you /hour. However, routine maintenance can be performed during the week. Or Your company processes a high volume of data entry, fulfillment processing and shipping operations around the clock. Downtime has been calculated to be ผ꺜 per hour.