For companies
As geopolitical tensions, sanctions, and legal extraterritoriality increasingly affect digital infrastructure, the concept of software sovereignty has moved from theory to operational necessity. Organizations are no longer asking only whether a tool is secure or compliant, but whether they will retain access and control under all circumstances. This questionnaire proposes
For companies
Sixteen hours after the Shock, recovery has ground to a halt. At first, progress was real. A few internal services responded again. Some systems that had gone dark now answer health checks. The IT team thought the worst was behind them. Then recovery stalled. The nightly database snapshots had completed
For companies
When every alarm goes off in the cockpit, a pilot doesn’t try to fix everything. They do one thing: keep the aircraft flying.
For companies
The Shock happened four hours ago - and nothing works. Not because systems are down, but because access is gone. Nearly everything sits behind the company’s single sign-on. The corporate email is unreachable. The internal messaging system does not open. Desktop phones across the office are silent - because
For companies
The Shock started with a strange silence. No alarms. No obvious outage. The corporate chat was unusually quiet. Messages were typed, sent, and stayed there. Emails piled up in outboxes, unsent. People assumed a minor network issue. A local disruption. Something transient. After all, a handful of websites were still
For companies
This is a tactical guide This document is intentionally practical. It focuses on: * decisions you must make before a disruption, * actions you must take during a disruption, * and capabilities you must retain after a disruption. You will not find generic advice about “being resilient” or “embracing multi-cloud”. Instead, each chapter
For companies
Digital preparedness starts from a pragmatic assumption: serious digital disruptions are possible, even if they never materialize. The value of preparedness therefore exists in two very different futures: one where a disruption happens, and one where it does not. And both futures generate tangible benefits. When a disruption happens If
For companies
Introduction: Why now ? The benefits of digital preparedness How this guide is meant to be used 1. Communication when everything is down 2. Identity and access survival 3. Define Minimum Survivable Service (MSS) 4. Vendor, supply chain, and platform dependencies 5. Data preparedness 6. Infrastructure exit strategy 7. Banking, finance,
For companies
Why now ? For more than a decade, companies have built on the assumption that major cloud providers are effectively permanent utilities: always available, globally reachable, and politically neutral. In the past months, each of those assumptions has been challenged. * In 2024, multiple undersea internet cables were sabotaged in the Baltic