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.
Messaging, Hanlon’s Razor, and the 95% Rule
Communication breakdowns are not only common, but expected. Whilst there are many reasons, our internal doubt often attributes these to ill intent of the other party. This post explores two often more accurate considerations of human nature in lieu of malice - Hanlon's Razor and The 95% Rule.
On Abssandra
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.
On Internal Mapping (3)
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.
On Smoking Guns, Indicators, and Warnings
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.
Selling Cyber
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.
On Internal Mapping (2)
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.
On Internal Mapping (1)
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.
Pebble Risks
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.
On Leadership, Glue, and Kintsugi
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.
Maelstrom Advantage 