The 05 Best Backup Solution Providers to Watch in 2022 July2022

Luc d'Urso CEO

Preserving the Data Points of History

Editor’s Desk

Sakshi

Sakshi Shrivastava

Whyisourhistoryimportanttous?

Becauseittellsuswhoweare,whatwehavedone,and whatweshoulddonext.Ourdataisourpersonalhistory Wemightbestoringitinharddrivesandserversbutmake nomistake;itisaspreciousasthecavepaintingswe treasure.

Butthispricelesshistoryofoursisunderconstantattack.If itisnotanaturaldisasterlikefire,hurricane,andtsunami; thenitissomethingman-madelikeviruses,ransomwares, orplainhumanerror Ascavepaintingsmustbepreserved inmuseums,sodatamustbebackedupcarefullylestwe loseitinadisaster

Businessesknowthisbest–everydisasterhasacost. Perhapsit'sgauchetotalkaboutmoneywhentalkingabout somethingpricelesslikehistoryandidentity.Still,the currencyishowenginesofcivilizationmoveforward,and artifactsofhistoryarerestored.

Losingdataisquitecostly,ascompaniescanattest.The averagepayoutforaransomwareattackhasincreasedby 71%fromlastyear,reachinguptoalmost$1millionnow. AndastudybyGartnerGroupfoundthatonly6% businessessurviveafterexperiencingcriticaldatalossfrom naturaldisastersandotherevents.

Sohowdowepreserveourdata?Whodowetrusttolet thempreserveitforus? Insights Success wentonan expeditiontofindthebestbackupsolutionproviderswho canplaythepartofahistoricpreservationist.Inthisedition, "5 Best Backup Solution Providers to Watch," wehave curatedalistofbackupsolutionproviderswhowillassist youinstoringyourdatasafelyandrecoveringitifyou must.

FeaturedonthecoverofthiseditionisAtempo,acompany thatintroducedtheconceptoftimenavigationforusersto beabletorestoretheirdatafromanypointinitshistory whilealsoworkinghardtoreducethedowntimeof businessesafteradisaster.

Gettoknowthesecompanieswhowanttohelpyousecure yourdata–whatwastheinitialideabehindthecompany, whatittooktobecomealeaderintheindustry,the challengestheyfaceinachangingbusinessworld,andhow theyarecontinuouslyinnovatingtoguardyourdatafrom newthreats.

Staysecureandperuseatleisure.

C o v e r S t o r

We have a reputation for high-level technical expertise in data management needs including proteing and migrating very large unstruured data volumes.

Luc d'Urso

CEO ATEMPO

Intheearly90s,whenorganizationsworldwidefaced

twocrucialchallengesofincreaseddependenceonIT andagrowingvolumeofdigitalinformation,Atempo introducedtheconceptoftimenavigation.Itallowedusers toaccessallbacked-upfilesatanytime,restorethefiles thathaddisappearedatanexceptionalspeed,andreduce downtimeincaseofamajordisaster

Sincethen,Atempohasbecomerenownedworldwidewith itsexpertiseinconventionaldataprotection,preservingdata ecosystemsformid-sizedandcorporateorganizations.

TheParamountNeedforSecurity

Datahaspoweredthe21st-centuryduetoitspeculiarityof beinganinfiniteresource.Humankind'sdigitaltraces betweenrecordsofconnectedhaveandcancontinuetobe exploitedtocreatevalue.Anorganization'sabilityto exploitandprotectthedataitproducesorretainswillgive anorganizationasustainablecompetitiveadvantage.

Atempoconstantlywitnessesfluctuationindata environments,whichactmuchlikeecosystems.Likea naturalecosystem,thedataecosystemevolvesovertime. Tothrive,itmustmaintainitsbalance,resistaggression, andrecoverwithoutdelay.

"Preserving data ecosystems" istheAtempobaselinethat defendsthisconceptandputsdata,themostvaluableasset, attheheartoftheecosystem.

TheBestoftheBest Atempoprovidesbackupsolutionsforworkstationsand serversandmigrationandarchivingsolutionsforlarge volumesofdata.Itisthelastlineofdefenseagainst cybercriminalattacks,theremediationcomponentwhenthe preventiondefenseshavebeenbreached.Atempo's solutionsaredesignedtomeetthemajorchallenges:

Explodingdatavolumeswillrisefrom97zettabytes globallyin2022to181zettabytesin2025(SourceStatista). WithitsDataManagementplatform,Miria,Atempoisone ofthefewmulti-petabytevendorswithtechnologythat scalestomatchstoragegrowthandefficientdata management.

Newworkmethodsanddatastorageinsilos:Atempo anditsDataProtectionplatformaddressesthechallengeof backingupdatatoaprivateorpubliccloudwhenusers

workremotely.Millionsofcompaniestodayworkwith Microsoft365,whichprovidesM365databackupand restoresolutions.Atempodeliversarobustsolutionthat extendsbeyondtheMicrosoftdataretentionperiodstoback upandprotectthelong-termconfidentialityofM365data. Italsooffersacontinuousdataprotectionsolutiontoprotect theworkstationfiles.

Cyberriskscontinuetobeagrowingthreat.Atempo providessolutionsforcontinuousdataprotectionandtime navigationforrapidrecovery.Itsstorageisalso inaccessibletocyberattackswhencombinedwithairgap solutions(novirusormaliciousencryptiontoolcan penetrateanofflinetape)orimmutablestorage(S3).

TacklingtheDataChallenges

Thecurrentsituationrequirescompaniestoconsidertwo majorchallenges:

Astrongdesireforreinforcedconfidentialityforbusiness dataentailingarapidevolutionofrulesandregulationson protectingprivacydatainEuropeandinmanyother countries(CCAPCalifornia,Japan,Africa...)

AclearneedfortrustedsolutionscausedbyGeopolitical frictions:thewaratthegatesofEuropebringscompaniesto realizethevalueofdatainthedigitalindustry Today, cybercrimeisusedasaweaponofmassivedestruction.To defendagainstsuchthreatsandtoavoiddependencyon overseassolutions,organizationsmustrelyonsovereign andtrustedsolutions.

Atempoprovidesasustainableapproachasshortagesaffect numeroussectors:naturalresources,energy,electronic components,etc.

StayingAhead

Atempois,aboveall,anengineeringcompany.Itavoids blindlyfollowingthecompetitionandcertaintrendsor hype,whichoftenturnouttobeephemeral.Atemposeeks outconcretebenefitsofactualtechnologicalrevolutions fromwhichthecustomerswillbenefit.Thecompany concentratesoncustomersatisfactionbyofferingtrustand loyalty Atempo'sprimarygoalsareavailability, responsiveness,andtheprovisionofrelevantinformation. WorkingcloselywithintheecosystemhelpsAtempomake senseofeachexperience.Lastly,havingaglobalpresence, Atempoiscommittedtomaintainingastrongandethical

The 05 Best Backup Soluon Providers to Watch in 2022

globalpresence.Wecreatevalueinanycountrywherewe conductbusiness.

Atempoprovidesorganizationswithtrustedsolutionsthat aredesignedtomeettheirrequirements.Forexample,to helpFrenchorganizationssecuretheirdigital transformationandtheexplosionofcollaborativework,the companyrecentlypartneredwithMicrosoftand Be-Cloud, aFrench-basedintegrator,toofferanM365databackup solutiondedicatedtoresellers.Thisexclusivecollaboration enablesSMBstouseM365withtotalpeaceofmind knowingthattheirdataisprotected,throughapowerfuland flexibleSaaSsolution,withcompetitivepricing.

AUniqueTake

Extractingvaluefromunstructureddata,machinelearning, andAIwillbeattheheartofmanybusinessdrivers. Ensuringbigdataisavailableforanalysisandvalue extractionwillbecrucialformany.Ithasledtothecreation ofadedicatedinnovationandresearchcenterinOrleans, France,knownasNextino.Nextinohasateamofdata scientistsworkingonspecificAIapplicationsgeared towardsmovingandmanagingverylargedatasets.Soon, Atempo'scustomerswillbeabletostoreandexploittheir datawheretheywantandwhentheywantandmanaging verylargedatasets.Soon,Atempo'scustomerswillbeable tostoreandexploittheirdatawheretheywantandwhen theywant.

AtempohasbeentheonlymajorEuropeanplayerinthe industryforoverthirtyyears.Thecompanyhasevolved witheachnewtechnologywhilemaintainingaclearfocus onprotectingcorporatedataandensuringitsconfidentiality Atempo'sindependencefromhardwarevendorsandits immunitytotheCloudActsetitapartfromotherplayerson themarket.Itsstrongpointsare:

Disruptivetechnologywithoutfollowingmajormarketing trends,focusingonwhatisbestforthecustomer. Openinnovation(involvingvendors,systemintegrators, andcustomers)tomeetitscustomers'needs Soundengineeringwithanaverageof14yearsinthe storagesectorperdeveloper Strongtechnologicalandstrategicpartnershipswithinour ecosystem(storagevendors,distributors…)

WhatLiesAhead?

Thedatabackupandstorageindustryisevolvingata freneticpace:datatsunamiandanincreasingproportionof unstructureddataforceorganizationstoadaptfastor disappear Tomeettherequirementsofenterprises(multicloudstrategies,high-performancestoragetosupportthe growingvolumesofdata,andmoreeffectivedata managementsolutions...),Atempotakesadvantageofthe mostinnovativetechnologies(AI,machinelearning,IoT...) andleveragesitspowerfulecosystem.Theobjectiveisto provideDataProtectionandDataManagementsolutions withflexibility,agility,andcapabilitytoperfectlymeet customers'expectations.

The 05 Best Backup Soluon Providers to Watch in 2022

The 05 Best Backup Soluon Providers to

The 05 Best Backup Soluon Providers to Watch in 2022

The 05 Best Backup Soluon Providers to Watch in 2022

The 05 Best Backup Soluon Providers to Watch in 2022

The 05 Best Backup Soluon Providers to Watch in 2022

CRISES Are OPPORTUNITIES to LEAD

-ByDaveUlrich,RensisLikertProfessor, RossSchoolofBusiness,UniversityofMichiganPartner,TheRBLGroup

About the Leader

Dave Ulrich is the Rensis Likert Professor at the Ross School of Business, University of Michigan and a partner at the RBL Group (hp:// ww.rbl.net) a cconsulng fir ocused on helping organizaons and leades deliver value. He has published ovver 200 arcles and book chapters and over 30 books. He edited Human Resource Management 19901999, served on editorial board of 4 Journal and on the Board of Directors for Herman Miller (16 years), has spoken to large audiences in 90 countries; performed workshops for over half of the Fortune 200; coached successful business leaders, and is a Disnguished ellow in the Naaonal ademy of Human Resources. He is known for connually learnin , turning complex ideas ino simple soluons, and eaeaneal value to those he works with in three fields.

WhathaveI(you)learnedaboutleadershipduring thecrises(globalpandemic,racialandcivic unrest,digital4.0,politicaltoxicity,and economicdownturn)? Howarethesecrises opportunities to lead.

Crisesputleadersundertimeandtransparencypressureto respondquicklywithnewsolutions.Individualleaders mattertosetdirection,allocateresources,instillconfidence, andmodelappropriatebehaviors.Collectiveleadership mattersevenmoreasorganizationsrequireleadership heroesatalllevelswhoservecustomers,carefor employees,andmakethingshappen.And,personal leadershipmattersmostofallaseachindividualadaptsto newworkingconditions(e.g.,workingremotely,using technology),managesemotionaldemands,andconnects withfamilyandfriends.

Whatarefoundationsofleadershiptobuildon?

In2009,NormSmallwood,KateSweetman,andI published The Leadership Code andidentifiedfivedomains ofleadershipcompetenciesthatleadersmaster:strategist, executor,talentmanager,humancapitaldeveloper,and personalproficiency

Infall2017,wevalidatedthefiveleadershipdomainsand identifiednewcriticalskillsineachdomainforeffective leaders.

What'snewinleadershiptoaddresscurrentcrises? Nowjustoverthreeyearslater,theconcentratedchallenges

fromthecontinualcrisesrevealnewleadershipinsightsthat leadtobeingbetterleaders,buildingsharedleadership,and creatingapersonalleadershipbrand.Letmepropose LeadershipCode3.0tocapture10leaderrequirementsfor discoveringandmaximizingopportunitiesincrises.

Strategist:ShapetheFuture(Wherearewegoing?)

Ÿ Create information asymmetry by separating signal from noise.

Technologyhasenableddigitaldistributionofinformation thatinundatesleadersthroughubiquitousemails,zoom calls,Instagramposts,twittercomments,andother informationchannels.Leadersneedtodiscernsignalsfrom overwhelminginformation.Signalsareasymmetric informationinsightsthathaveimmediateandlong-term consequenceandthatinformdecisions.Leaderswho separatesignalfromnoisefocusoninformationthatmatters mostandarebothanalystswithdataandanthropologists withobservations.

Ÿ

Harness uncertainty

Asnewcrisesemerge,leadersfaceunprecedented uncertainty,notknowingwithclaritywhatthecontextwill beorhowtodefinitivelyrespond.Leadersfaileitherby promisingfalsehopeorbygivinguphope.Harnessing uncertaintycomeswhenleadershaverealisticoptimism aboutopportunitiesintoday'schallengesanduse uncertaintytoreimagineorreinventapositivefuture.These leaderstameapprehensionsbyfacingfears,envisioninga betterfuture,regulatingexpectations,andexperimenting nimbly

Ÿ Create the "right" culture (outside-in, the value of values).

Culturehasbecomeapopularleadershipagenda,almost becomingacatch-allpanaceafororganizationalsuccess. Mostapproachestoculturedescribetheunderlyingvalues ofanorganizationthatshapeorganizationprocessesand leaderbehaviors.Inthesecrises,culturecannolongerjust bedescriptionsofwhatisdone,butalsofocuson prescribingthe"right"culture.The"right"cultureconnects internalvalues(andbehaviors)withthevaluetheycreate forexternalstakeholders(customers,investors,and communities).Workboundariesareincreasinglylessabout aphysical"place"andmuchmoreaboutthevaluesthat createvalueforcustomers.Assuch,therightcultureisthe identityofthefirminthemindofcustomers,investors,and communitiesmaderealtoallemployees.Leadersfocusing ontherightculturecombinepurpose,values,brand,and cultureintoanintegratedorganizationalagendathathelps organizationssucceedinthemarketplaceandemployees prosperintheworkplace.

Ÿ Provide guidance to impact decision making. Digitalinformationhasenableddataanalyticstomovefrom scorecards/dashboardstoinsightstointerventiontoimpact. Informationimpactcomeswhendatainformswhichactions deliverthemostvaluetokeystakeholders(employees, business,customers,andinvestors).TheRBLGroupand CorpUhavepartneredtocreateanorganizationalguidance system(OGS)thathelpsleadersdiscernwheretoinvest limitedresourcestodeliverdesiredresultstoall stakeholders.ThisOGSoffersleadersdata-based intelligenceonhowtoupgradetalent,organization, leadership,andhumanresources.Leadersincrisesneed guidance(asofferedbytheOGS[seewww.rbl.ai])tofocus investmentstohavethemostimpact.

Personalize employee experiences. Workingfromhomewiththepandemiccrisishasaffected peopleverydifferently.Frequently,youngeremployeeswho areusuallydigitalnativesmightbeexpectedtosavorthe virtualworkworld.However,theyoftenhaveyoung children,liveinsmallerresidences,oraresingleand seekingcommunity,thusmakingthevirtualworkworld challengingorunfavorable.Thesedigitalnativesmay preferthetraditionalofficesothattheycanfocusonwork andbuildcareer-enhancingrelationships.Inasomewhat similarvein,thesocialunrestandracialinjusticechallenges havecausedmanytoponderontheirpersonalbiasesasthey seektocreateamoreinclusiveandjustsociety.Fromeach ofthesecrises,leadersneedtobeevenmoreattunedto personalemployeeexperiences.Leadersasmeaningmakers demonstratesensitivityandresponsivenesstounique employeeexperiencesanddesiressothatemployeesfind meaningfromtheirwork.

Ÿ

Ÿ Hear others to express empathy (avoid "isms"). Tocreateabetteremployeeexperience,leadersneedtogo beyondlisteningtohearingemployees.Listeningmeans thatemployeesshareinformation;hearingmeansthat leadersreceivethatinformationwithempathy.Empathic leaderseschewthemany"isms"thatfilterthinkingand action(e.g.,racism,sexism,classism,elitism,ageism,and soforth),andhelpothersfeelappreciatedfortheirunique talentsandgifts.Thecriseshavealsocreatedanemotional malaisethatleadersneedtoappreciate.Beinganempathic leaderrequiresrecognizingpersonalbiasesandmalaiseand modelinghowtoovercomethem.Whenemployeesfeel "heard,"theyaremoreabletofeelconnectedandthenmore abletocontributetoapositiveworkplacethatleadsto marketplacesuccess.

Executor:MakeChangeHappen(Howdoweget there?)

TalentManager:EngageToday'sTalent(Whogoeswith us?)

HumanCapitalDeveloper:BuildtheNextGeneration (Whostayswhenwego?)

Ÿ Empower others to build their brand. Goodleadershavepersonalstoriestotell,andtheyshare themwell.Butgreatleadershelpotherscreateandshare theirstories.Eveninthemidstofacrisis,leadersneedto empowerthenextgenerationofleadershipbysharing information,buildingcompetence,delegatingauthority,and distributingrewards.Theultimatetestofaleaderishowthe organizationrespondsaftertheleaderleaves.Empowering leaderssavortheirleadershipposterity.

Ÿ Create psychological safety. Almosteveryonehaspersonallyexperiencedbothasafe andunsafeworksetting.Inthesecrises,leadersneedtobe evenmorefocusedoncreatingasafeenvironmentfor employeestosharetheirpersonalandprofessionalfearsand anxieties.Whenemployeescanhonestlysharetheir concernsaboutemergingworkrequirements,social injustice,andcareeropportunities,employeesfeelheard andmoreconnectedtoacommunity.Leaderscreatesafe spacesbymodelingvaluestheyexpectofothers.

PersonalProficiency:InvestinYourself(Howareyou takingcareofyourself?)

beingdisagreeable,andencouragedivergencewhilebeing abletoseekconvergence.Inthecrises,theseleaderslearn fromwhathasbeendonebeforebutalsoanticipateand createwhatcanbedonegoingforward.Leadersasparadox navigatorsappreciatethedialecticprocessasmuchasthe result.

Ÿ Be transparent and renew Ultimately,leadersmodelbehaviorstheyhopeotherswill follow.Onrecognizingthepowerofparticipative management,anexecutiveleaderproclaimed,"Iamgoing todemandthatmyleaderspracticeparticipative management."Wrong!Youcan'tdemandparticipation. Ultimately,leadershavetomodelwhattheywantothersto be,know,anddo.Leadershiphypocrisyleadstocynicism andlossofrespect.Incrises,leadersneedtomodel transparencyastheyrecognizetheirpredispositionsthat theymustrenewtosucceed.

Summary:Code3.0Assessment

Ÿ

Navigate paradox. Inourresearch,wehavefoundthatnavigatingparadox buildsontheleadershipskillsofauthenticity,emotional intelligence,andresilience(learning,grit).Leaderswho navigateparadoxrespectothers'opinions,disagreewithout

IamsurethatIhaveoverlookedmanyinsightscomingout oftheseperpetualcrises.Butasastartinglist,theseten insightsbuildonourLeadershipCoderesearchandmay applytoanindividualwantingtobeabetterleader,toall leaderscreatingaleadershipcapabilitythroughoutan organization,andtoanorganizationcreatingpersonal leadershipbrandbeyondtheworksetting.Indeed, crises are opportunities to lead.

The 05 Best Backup Soluon Providers to Watch in