Dataset layers are the foundational pieces of building the organisation's map, as without them the map can't be complete. Preferably driven by automated ingests, there are layers likely manually curated - giving greater visibility to broader operations. In tracing the often-understood, rarely-captured components of an organisation - their processes and interdependencies - we need people able to follow paths from start to finish adding the layer to the mix.
Predictive intelligence is a small, resource-expensive analysis component - highly sought after by leadership and decision-makers who often lack understanding of the ask. This post presents initial assessment of predictive analysis requirements and considerations as a precursor to programme development.
Businesses that are not cyber vendors have an opportunity to sell cyber as part of their offering, taking advantage of money and effort already spent, and an opportunity to show greater understanding of their clients' businesses in the digital space.
Challenges abound when you look to create the sportscards for entities (the context is here). An entity's card is a listing of all the directly-associated, definable information we have data for. Trouble often is, we don't know what we don't know - perhaps you've ideas of what should include, but as more datasets are uncovered or created you may find other elements clearly defining an entity needing included. The point is remain flexible in creating the entity cards, but make certain you aren't mixing two entities in a single card.
If a picture is worth a thousand words, what does it look like when we consolidate a thousand logs? In many organisations, there are many disparate data sets acting as pieces of the organisation's puzzle. An excellent analogy to the approach - you may have an idea of the whole picture (it's on the box) but you don't really appreciate it until you start looking at the pieces. In this each dataset is an additional piece, by taking each piece, mining the relevant parts and how they relate to the whole picture, the organisation gains incremental understanding of not only the value held by the dataset, but where it fits in the greater picture.
Every major crisis faced today is like an oncoming avalanche - but started as a pebble-sized risk overlooked. How pebble risks grow exponentially over time and how to effectively assess/preempt/mitigate are keys for effective operational resilience.
The role of glue is to mend or join two otherwise separate surfaces. The practice of kintsugi celebrates said joining. Here we look at individuals/ organisations/ leadership and the roles these concepts play in personal and professional dynamics.
Positive or negative, growth is constant provided effort, time and opportunity. Interpreting what/ how/ why for individuals/ groups/ functions requires a gardener's eye to flourish.
In both design and function, the A-10 is the ugliest aerial beauty to behold. Practical considerations manifest in the planning, it offers examples we can apply to our organisations' operational resilience/ continuity of business/ cyber security design and implementation. When failure is a given rather than an option, look no further.
We call on one another's accountability, often recognising the courage required to stand up for right despite challenges. Assuming a stakeholder or leader faces these alone miscasts notions of organisational dynamics and isolation. In some regards we are alone - understand it defies the definition of leadership.