Phishing, Trojan Horses, Malware, Whaling, Denial of Service – these are all terms that have become common currency in the world of cyber security.
With increasing public exposure of global organizations’ cyber security vulnerabilities, the language of cyber threats and the responsibilities of executives for assessing and addressing those threats is becoming ever-more important.
However, it is not just the domain of the CIO or the IT Services department. Writers like Tom Reeve in Management Today report starkly on the cyber security threats that will keep you awake at night. That means, equally, you as a manager and as a private internet user.
Making cyber resilience human
But how do you increase the cyber resilience of your organization when – to be frank – cyber security can be seen as the domain of the techno-geek?
To change that perception, you need to “make it human”. That might involve telling an embarrassing cyber risk story to do with the technology we have become so familiar with. If it resonates with the reader or listener, it might make them think: “there but for good fortune go I”. These stories are not difficult to find in today’s world: Spacewatch Middle East recently published a fascinating report of how – allegedly – soldiers in the Israeli Defence Force (IDF) were very cleverly duped by the promise of social contact from an old adversary that they had not even considered, and with scenes that could be out of the Bourne Identity.
And if you want to help your organization avoid those sorts of pitfalls and honey-traps, perhaps consider Nick Wilding’s article Cyber resilience: it's all about behaviours or AXELOS’ RESILIA™ Frontline.
Responsibility for cyber security goes beyond an organization’s usual suspects in the IT team. We are all in need of the right skills and behaviours to minimize the cyber crime threats we face.
Read John Tibble's previous AXELOS Blog Post, 5 Change Mistakes a Good Programme Manager Won't Make.
About the author
John P Tibble is a director in Capita Transformation’s secure government market team. Over the last 30 years, he has played front-line roles in delivering change in the public and private sectors, with global businesses like Nestle and Diageo and in UK institutions like the NHS and the Home Office. He believes that the value of sound change management is often recognised too late and that leading change effectively remains one of the great challenges for us all.