A week or so ago, I was making airlines reservations online – rather I was attempting to do so, but found I couldn’t because my computer wouldn’t let me get beyond the first screen or so at the Delta website, claiming that the Delta website’s security certificate had expired or was not valid. This had happened to me once before, because the date on my computer was wrong. So I checked my computer. No problems that I could find. Then I tried the other computer. Same results. I called my wife at her office. She tried on her work network. The same results. I called Delta. The first representative insisted it was my computer, and then I got disconnected. I tried Delta’s technical support line, waited, and got disconnected.
I waited an hour and tried Delta again. This time the representative actually knew about the problem and informed me that the tech team was working on it – and agreed to ticket me at the online price.
But my question is: How on earth could the IT staff at one of the world’s largest airline systems, a system that depends heavily on website bookings, EVER let their website security certificate get close to expiring? Or was this just the result of hacking? I don’t know that I’ll ever know, but when I talked to one of my daughters, who used to run the IT division of a major chemical company, she informed me that all too many companies have IT divisions that often tend to ignore or postpone the routine “necessities” – until they become a crisis. Of course, one of the reasons she was successful was because she didn’t allow that sort of thing to happen.
I’m certain that tracking security certificates is not the most exciting of IT tasks. Nor is the business of methodically checking to see what holes may have developed in a website’s security, but both are vital. Just last month, the state of Utah discovered that its Medicaid/Health database had been hacked, and the hackers had access to the addresses of 800,000 people and the Social Secuirty numbers of more than 150,000… and the initial investigation concluded that “laxity” and failure to follow procedures for handling data were the principal causes.
I also find it interesting that my readers often get upset over a handful of typos in a 400-500 page book, which is annoying, and which I wish didn’t happen, but does, despite my best efforts and those of editors and proofreaders. But those errors don’t have anywhere near the potentially disastrous impact of software glitches in an economy that has become increasingly dependent upon computers.
In the end, it boils down to one thing. Failure to do what is required, whether what is required is routine, dull, or boring, amounts to incompetence, no matter how skilled the technicians and engineers may theoretically be, and such incompetence leads to huge problems, if not disasters.
Boredom and uninterestedness aren’t a valid excuse. Neither is management failure to recognize the problem, regardless of the “costs.” In the case of books, costs are a valid concern, but when lives and livelihoods are at stake, costs shouldn’t be the primary focus.