A Single Point of Failure
The film ‘1917’ depicts two British soldiers in a race against time to deliver a message which could save 1,600 lives during World War I.
Two blokes and a note—in a war zone.
If you watch the whole movie, you’ll spend almost 2 hours on the edge of your seat, hoping they don’t die. It’s masterful storytelling.
It’s also an incredible example of a Single Point of Failure.
If they die—no message gets through. If they die—1600 others potentially die. If they die—game over. The stakes are high, and the risks are enormous.
All of the success resting one tiny message.
Single Point of Failure is often used in IT or Systems Development circles to describe the danger of relying on one single operational mechanism to secure data or ensure consistent delivery.
I don’t work in IT. Instead, I like to think of a Single Point of Failure in terms of broader systems, particularly people systems.
Intricate ‘how to’ knowledge, problem-solving hacks not in the field manual, or core information regarding back-channel communication. It’s all a single point of failure.
Have you ever seen all the information or all the decision-making rely on just one human?
And then they get sick?
Chaos ensues.
People don’t know what to do!! They look lost—momentum stalls. Indecision reigns.
The single point of failure…fails.
Talking with a senior operational team earlier this week, who span nationwide responsibilities and influence multi-million dollar contracts, I watched the dawning lights of awareness around how many single points of failure their teams have.
It is unnerving to realize there is little depth in your org chart. Once Jimmy, Carol, or Patel head off on vacation, time stands still organisationally.
Or to know that if Melody really was hit by that hypothetical bus (the one a consultant once asked you to consider)—that in the bus scenario, your whole business would have to start again. It’s sobering.
So what can we do? What questions must we ask to avoid the single point of failure with our teams?
Here are five questions every leader needs to semi-regularly ask of themselves and their teams to avoid single points of failure. Think of these questions like a bi-annual check-up.
Which organizational processes and operations are most critical for business continuity?
To what extent do we need redundant systems, infrastructure, or personnel available for these critical processes?
Who possesses unique knowledge, skills, or functions that are essential for our operations? How can we mitigate the risk if they become unavailable?
What are our established backup and recovery strategies for critical data, applications, and infrastructure? How often are these systems tested?
How frequently do we assess and review our operations to identify potential single points of failure? How are we proactively updating our strategies to address emerging risks?
The danger of two men in a war zone with a note calling for the salvation of 1600 others makes for riveting storytelling. It’s not a wise way to lead a team. Most of the time, we’re not at war. Most of the time, we have options. Most of the time, we can make better decisions.
If you notice some potential single point of failure moments in your team, consider stopping putting so much at stake in one person or role (or technology).
How can you help create the organizational depth you need to succeed?