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Incident Command System Should Not Be Used For Continuity Of Operations

Let me reiterate, the INCIDENT Command System (ICS) should not be used as the organizational structure to continue operations. No way, no how. I promised a few articles ago I was going to tackle this issue – an issue which has evolved over the last 20 years or so. I will add my theories on why a preponderance of well-intentioned folks have advocated the ICS structure be used as the “logical” (to them) structure to continue the operations of an organization. I believe I speak authoritatively on this having had both feet squarely planted in emergency management and continuity communities over the past 33 years.

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An Argument for Standardized Reference Terminologies

As a National Institutes of Health (NIH) article explains, standardized data is ‘crucial for data exchange between health information systems, epidemiological analysis, quality and research, clinical decision support systems, administrative functions.” Terminology is an important part of medicine. In short, it is a clinicians’ extensive healthcare vocabulary, which they use to describe a patients’ conditions and health events. With the onset of EHRs, clinicians are responsible for documenting patient information in EHRs. This is now properly done with standardized reference terminologies and not home-grown ones.

How Open Source Builds Distributed Trust

This distillation of collective experience allows what we refer to as distributed trust and is collected through numerous mechanisms on the internet. Some, like TripAdvisor or Glassdoor, record information about organisations or the services they provide, while others, like UrbanSitter or LinkedIn, allow users to add information about specific people (see, for instance, LinkedIn's Recommendations and Skills & Endorsements sections in individuals' profiles). The benefits that can accrue from these examples are significantly increased by the network effect, as the number of possible connections between members increases exponentially as the number of members increases.

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Resilience Must Be Blind to Catalyst - Part II

If this is the first time you are reading something from me, let me introduce you to a phrase I coined in the early 2000s: "resilience (and continuity) is blind to the catalyst." My oft-repeated comment was to present an alternative to the emergency management foundations that were creeping into the continuity lexicon, whereby contingency planning is typically done with a "commensurate with the hazard" or "capabilities-based" approach. Resilience is and must be viewed with a much higher level of consideration…and NOT limited to specific hazards or capabilities. As I most certainly just ruffled feathers of some of my dearest and most deeply respected emergency management professionals, let me explain.

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History Shows that Openness Is a Key to Innovation

Innovations come from humble places, Ridley's argues, and large, bureaucratic corporations were not particularly good at developing innovative products. Instead, small, loosely assembled communities (open organizations with front line teams) have been more innovative throughout history. They have been far more capable of exploring new concepts, particularly if they have a wide base of contributions to work with. Let me review two historical examples of this, drawn from Ridley's work (one brief, one lengthier).

A Perspective of Resilience as Pertains to the Risks Posed by Relying on Digital Platforms

Over the past few months, we have witnessed the "Pushmi-Pullyu" of Big Tech controls and their political influence/power of digital platforms, legislative hearings on their control, public outrage, alternative platforming, censorship, etc. etc...I should say now: this is not a political commentary. It is however a perspective of resilience as pertains to the risks of digital platform reliance. It would seem easy to write about this right now after high profile platforms have made history-making decisions over the past few days. BUT the recognition of their broad authorities and critical capabilities has been a recognized risk for many years; this is not new.

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3 Steps For Product Marketing Your Open Source Project

Product marketing for COSS is materially different from product marketing for proprietary software and from general marketing practices like ads, lead generation, sponsorships, booths at conferences and trade shows, etc. Because the source code is open for all to see and the project's evolutionary history is completely transparent, you need to articulate—from a technical level to a technical audience—how and why your project works. Using the word "marketing" in this context is, in fact, misleading. It's really about product education. Your role is more like a coach, mentor, or teaching assistant in a computer science class or a code bootcamp than a "marketing person."

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How This Open Source Security Tool Halted Significant DDos Attacks

In 2020, our ways of living and working were turned completely upside down in a matter of days. As COVID-19 began to spread across the globe, we brought our companies home, and staying connected to our colleagues, friends, and family online became a critical necessity. This opened the door for hackers to cause disruption; for example, distributed denial of service (DDoS) attacks around the world were up 151% in the first half of the year, according to Neustar.

4 Reasons Businesses Adopted Open Source In 2020

Companies are turning to open source during the pandemic, with 44% of organizations reporting they will increase their use of open source for application development, finds Tidelift's third managed open source survey. We've heard this lyric before; in previous recessions, organizations turned to open source for cost savings and stayed for its other transformational benefits. We wanted to understand which long-term benefits were most helpful to organizations of different sizes. Here's a summary of what we found.

Rock Around The Resilience Wheel - Continuity of Operations Through Disruptive Change

As 2020 comes to a close we are still faced with myriad issues pertaining to public health, elections, economic duress and recovery, unemployment, and living under persistent, pendular change. Resilience has become a popular buzzword to get through these times but is utilized to mean very different things to people looking through very different lenses. Diverse definitions are great but at some point, at some higher and comprehensive perspective, a bow must be put around a common resilience baseline. In layman’s terms, resilience is getting through disruptions and change with some foresight and planning. Resilience matters regardless of the lens you are viewing it through. Covenant Park has coined several catchphrases over our several decades of resilience, risk, continuity, emergency management, security, and national and international planning and execution. Some of those phrases include:

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