Developing operational resilience - an organisation's ability to continue functioning through failure - requires reconsidering what brings the effect of shock and volatility closer to zero. Looking to the relative resilience in place twenty or more years ago, the need for analogue solutions in digital spaces becomes apparent.
Conversations on authenticity in professional environments are becoming more common, recognising a need to address inauthenticities in business. The challenge is the degree of misinterpretation fostered, as considering certain factors reveal consistency requiring adjustment depending on scale. The Dark Knight's Joker will help demonstrate.
Our bodies ingest volumes of data daily to determine a relative threat, with internal experiential shifts raising alerts to our attention. Despite the threat volume and growing impacts observed, our bodies don't interpret danger during the time spent in digital space. Increasing individuals' sensory data variety opens new opportunities for threat indications to invoke physiological response - sensing digital danger just as we do physically.
Predicting and influencing actions before crucial incidents or decisions are made requires considerations Left of Launch. Whilst normally reserved for adversaries, how we gain ground for preventative programs within an organisation without clear evidence forces internal analysis focused prior to decision-making.
Whilst cyber catastrophes make headlines, the parallels to natural disasters or acts of war are missing vital pieces necessary for response options to become available. Examining the absent portions -provisions where we stand at present and how far we've to go.
In implementing Zero Trust there are challenges with an inward facing cyber strategy that doesn't include external connections.
Biden's EO 14028 challenges the entire US government cyber ecosystem to rethink how we weave various digital components - inclusion, security, trust into the digital fabric we rely upon. Here we start unpacking various threads needing woven into future developments.
Constant crisis has raised the noise threshold to deafening, creating difficulty in finding your organisation's signal - making it difficult to take stock after managing one crisis whilst preparing before the next one hits. It needn't be so.
We already have moved to an understanding of crisis being part of our BAU, much like the tide it ebbs and flows with regularity. Constant crisis creates new tolerance thresholds whilst shifting perception away from incidents being of note or cause for alarm. No sirens are sounded, as the chorus would be indistinguishable.
Reading the recent report from the Ransomware Task Force reminds us of the advantages and limitations task forces offer. In any cresting malicious cyber trend, the tide go out when the monetary spends exceed gains. Bounds imposed on task forces create challenges for lasting change.