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The Y2K bug? Is it too late to panic?

By Lynn Longstaff
Johannesburg, 20 Oct 1998

It depends who`s asking the question. Chances are, it won`t be a large enterprise, because it will have already put plans into action to counter the anticipated millennium problem. If it`s a small company, in all probability it will survive relatively unscathed because, even without taking any action, it can easily switch to a manual operation to weather the storm.

It`s the mid-range companies that could be in danger. Typically, medium-sized companies do not see their IT systems as being strategic, because their first priority is doing business.

"If such a company suddenly decides that it ought to be doing something about potential year 2000 problems, trying to recruit appropriate IT expertise so late in the day could be futile," says Lynn Longstaff, senior project manager, Bateleur Managed Solutions.

"So the first thing that companies which have not yet begun to address these problems must do, is take an intelligent look at their business risks. They need to ask what is critical. Is it their systems, their processes or their operations? Is it staffing, or the mobility of staff? Is there a contingency plan to train staff for a manual operation that can, if need, run for at least a month or two? And how critical are suppliers in the equation? It could be that the mission critical factor sits outside the business in another company. Is the other company, not just Y2K compliant but, Y2K ready? After all, no company is an island."

Ready is the operative word and, while the South African National Year 2000 Decision Support Centre rightly points out that, in terms of awareness of the Y2K problem, our country is out among the leaders, in terms of readiness, we mostly aren`t. Those in good shape have set the end of this year as their target date for readiness, with the intention of running in Y2K mode throughout 1999 to flush out any problems.

According to Lynn Longstaff, even if only part of the year can be given to simulating tests for Y2K readiness, this would be better than doing nothing.

"It`s dangerous to assume that the solution lies in having plenty of documentation on Y2K. If systems crash, it will be too late to start reading the literature. Companies need to have the right calibre of skills on board. This takes time to build up, so initially some form of consultancy is necessary, but skills transfer should always be the goal.

Each company has its own unique set of IT problems and, if it is to avoid being vulnerable, these require a unique set of in-house IT skills. The Bateleur approach is to work with its client to find the best solution to the company`s problem, manage the implementation and in the process ensure that where possible the company internalises a lasting understanding."

Longstaff says that companies who realise they do have a Y2K crisis often discover it is a catalyst for IT systems reform. Systems audits performed in Y2K test mode often reveal the need for proactive systems modification and improvement. "Much good can also be done by seeking a second opinion from another company," says Longstaff. "If this is given by a company one deals with regularly, reciprocal checking can be arranged in the interests of enhancing efficiency. Often outsiders can spot dangers because they are less familiar with the tricks that have evolved to circumvent them."

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Editorial contacts

Roy Kane
Corporate Communications Consultants
(011) 783-8926
royk@corpcom.co.za
Martyn Joyce
Bateleur
(011) 463-5519