A reference resource for the CIO and the CISO on cyber security, looking beyond the technology horizon into leadership, management, culture, governance, resilience and the real dynamics of security transformation
Cyber-attacks have become one of the biggest threats for modern organisations, however this does not mean that businesses are powerless. The constant threat means businesses need a consistent approach to monitoring and mitigating cyber-attacks.
Historically, the CISO reported to the CIO, but companies are increasingly considering a number of alternatives—from placing the CISO in the risk or enterprise data groups to having them report directly to the CEO or the board.
In a world in which cyber attacks are increasing in frequency and severity, companies rely heavily on technology to secure their data and systems. But what if your company is a tech company? What are the risks if your business model is to create business applications, cloud services, or even cyber security products?
For regulated industries, blind trust will never be enough; being able to demonstrate a degree of due-diligence on key vendors will always be essential
The When-Not-If paradigm changes fundamentally the dynamics around cyber security: It can no longer be seen as an equation between risk, compliance & costs
Increased connectivity in society and rapidly evolving threats are leaving the world open to damaging large-scale cyberattacks, warns the World Economic Forum.
Key factors for boards to consider in 2019 around cyber security & privacy: It's now a matter of good governance, good ethics and quite simply good business
Traditional vulnerability assessments don't always show the full picture of cloud security, compliance and risk. How can enterprises get ahead of the curve?
As organizations transform operations by adopting technology, the impact and likelihood of negative (and positive) events becomes intertwined with the digital world. A few myths become apparent when contemplating the impact of the digital transformation to operational and strategic risk.
The majority of data breaches typically result from poor security implementations, whereas the hacking is conducted by cybercriminals (not hackers), who are mostly financially motivated, using the cheapest and stealthiest technique.
New guidelines offer a data template for cities to apply across sectors and initiatives to increase cyber-physical security and compliance and minimize risk.
To bridge the cyber-risk management gap, organizations plan to get CISOs more involved with the business, focus on data security, hire staff, and provide more security awareness training.
Drawing on results of their GSISS survey and beyond, PwC offer nine points on how businesses can better manage rising risks to data privacy and security.
Board members and C-suite executives, although not typically experts in technology, must take ownership of cyber risk, working in concert with critical organisational stakeholders, such as finance, legal, human resources, risk and information technology/security managers.
We're getting closer to the time where a cyber event will prove to be business ending, and Moody's wants to help investors identify companies with the most exposure.
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