In supply-chain and operational resilience discussions we focus on areas within our span of control, whilst ripple impacts are felt from further. How we understand effects and engage those in our ecosystem shapes response to things not in our control.
Public sector concepts of how organisations help mitigate systemic risk - in this example, cyber defence for their sector - are difficult to convey. Since organisational interpretations of the concept vary, complementary implementation challenges abound; usually ending with highly glossed fanfare masking minimal results. Here is the first set of considerations for organisations to become part of the solution.
Not only are cyber criminals becoming bolder in their power projection, they are also diversifying into non-monetary causes. Whilst only a pebble risk for now, the potential for criminal-turned-hacktivist lends a rather disturbing picture for anyone considering the threat.
In the shadow of Ukraine/Russia, a greater threat to our digital world unfolds in Costa Rica. Looking at prior shifts in the cyber threat landscape helps clearly define the current pebble and why the avalanche it creates will cause greater issues to the global ecosystem.
Organisations entering or exiting a market/ region have a number of constraints and obstacles to navigate. Often overlooked are ones related to cyber - both from legal and dependency perspectives. Here is what to consider.
In our dynamic cyber threat landscape, info/ cybersec personnel engage everyday with enemies who seek to harm those we wish to protect. Few in number against staggering odds, outmanned and outgunned with limited resources, we must be right one-hundred percent of the time, whilst the enemy needs only to be right once. This is the Cypartan Dilemma.
Garnering policy adoption from private sector is lacking and continues to lack, to the frustration of public sector proponents. This post tackles the overlooked considerations and challenges.
Absent Cassandra (Abssandra) is the outcome of knowing there is a question or issue we are required to solve - with no effective internal or external means or understanding to base our plans and programs on. The dangers we don't often admit are framed within the post.
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.