Writing on this topic is unpleasant. It seems to talk about bad luck and wish it to someone.​

Unfortunately, international tragedies, such as September 11, 2001, or national tragedies, such as earthquakes in recent years, have made the topic hot and connected it to the good sense of business activity. Companies have started to spend, as an investment or "as a service". We still find it hard to understand why companies have not invested in this service, but we are getting used to it.

I remember that Consob requires an adequate disaster recovery plan for the stock exchange listing. Every year my company spends 0.37% of sales volume, and considers this money  well-spent. Don't need an earthquake because 95% of IT accidents are due to electric shock. Now the data, and not the machines, together with the brains, are the real capital of our companies.

Facing a disaster recovery project is complex and requires a cogeneration of ideas and a sharing of objectives: the crucial questions of this process are two:

• How long can you sit still?
• How much are you willing to spend over the years to achieve your restart goal?

There must be coherence between these two answers. And then one must realize that disaster recovery procedures must first be tested, because in times of need all the actors involved must know what to do, how to do it and in what order. In short, on these projects we must work with a holistic approach, because either we do everything or we do nothing. And all of these projects are tailored. Who sells you a standard product does not give you a solution, while a correct intervention provides solutions and custom services.

Finally, we must remember that disaster recovery is not backup: it can also start from a backup, but it is a complete and integrated "system".