Leadership

August 14 2023

Cybersecurity and the Metaverse: Risks, Threats, Challenges, and Opportunities

Raphael Iloh Artificial Intelligence, Business Continuity, Business Strategy, Cyber Security, Cybersecurity Governance, Infosec, Leadership, Metaverse, Risk Assessment, Risk Management, Security Architecture, Security Risks, Security Strategy artificial intelligence, business agility, business continuity, Business Strategy, Competitive Advantage, compliance, Cyber Security, cybersecurity, data protection, governance, infosecurity, innovation, leadership, Metaverse, privacy, risk management, Security Risks, security strategy, third party risk management

The metaverse, a boundless realm where the lines between the real and the virtual blur into a kaleidoscope of possibilities. The metaverse is a term that describes a 3D virtual world that integrates physical and digital realities as well as enables immersive and interactive experiences for users. Imagine being able to visit any place, meet any person, or do any activity in a realistic and engaging way, without leaving your home.

In this digital utopia, businesses and organizations across various sectors (including retail, finance, education, healthcare, and defence) are embarking on an extraordinary journey. That is the vision of the metaverse, which is expected to experience exponential growth following the ongoing huge improvements and strides in Generative Artificial Intelligence (AI). According to the Wall Street Journal (WSJ), metaverse spending is projected to reach US$5 trillion by 2030 i.e., within the next 7 years.

However, as we delve deeper into the wonders of the metaverse, we must tread with caution and embrace cybersecurity to safeguard this new frontier. In a couple of previous posts, we discussed Artificial Intelligence (AI) in healthcare services. In this article, we’ll discuss some of the main cybersecurity challenges and risks that the metaverse poses to organizations and how they can be effectively addressed. We’ll also discuss some of the opportunities that the metaverse offers to organizations and how they can leverage them to gain a competitive edge.

Understanding the Metaverse: Unravelling the Infinite

The metaverse, a concept once confined to science fiction, is now a reality, rapidly evolving through the convergence of virtual reality, augmented reality, blockchain, the Internet of Things (IoT), and the power of Generative AI. These technologies enable the creation of realistic and dynamic virtual environments that can be accessed by millions of users simultaneously.

This immersive domain transcends the limits of screens and keyboards, presenting an entirely new interface between humans and information. In the retail sector, fashion retailers allow customers to try on virtual outfits, providing a personalized shopping experience like never before. Financial institutions are exploring virtual banks, offering seamless transactions through virtual reality interfaces. Even healthcare is leveraging the metaverse to simulate complex surgeries and explore innovative medical treatments.

However, as with any new technology, the metaverse also brings new challenges, risks, and threats that need to be addressed by cybersecurity professionals and business leaders. The metaverse is a complex environment that’s highly interconnected, which creates new kinds of cybercrime and attack surfaces. Cybersecurity in the metaverse involves the security of the hosting platform, the property, and the users of the property.

Cybersecurity Challenges and Risks in the Metaverse

The metaverse is not immune to cyberattacks. In fact, it may be more vulnerable than the traditional web due to its novelty, complexity, and diversity. Some of the cybersecurity challenges and risks that organizations may face in the metaverse include:

Lack of regulations: The metaverse is still an emerging phenomenon that has not been fully regulated by governments or industry standards. This creates uncertainty and ambiguity for both platform owners and property owners regarding their rights and responsibilities. For example, who owns the data generated by users in the metaverse? Who is liable for any damages caused by cyberattacks or malicious actors? How can intellectual property rights be enforced in the metaverse? What are the obligatory AI ethics for the metaverse? These are some of the questions that need to be clarified and addressed by legal frameworks and policies.
Identity theft: The metaverse allows users to create and customize their respective avatars and personas that represent them in the virtual world. However, this also creates opportunities for identity theft and impersonation by cybercriminals who can use AI-generated deepfakes to create realistic and convincing fake images or videos of individuals or organizations. Deepfakes can be used for various malicious purposes, such as fraud, extortion, blackmail, defamation, or propaganda.
Data breaches: The metaverse generates massive amounts of data from user interactions, transactions, preferences, behaviours, emotions, biometrics, and more. This data is valuable for both legitimate and illegitimate purposes. For example, data can be used to improve user experience, personalize content, offer recommendations, or provide insights. However, data can also be used to target users with phishing attacks, spam messages, malware infections, or ransomware demands. Data breaches can expose sensitive information that can compromise user privacy or security.
The recent compromise of the MOVEit Transfer file management software; a computer program used by over 600 organizations worldwide including UK Ofcom, US Department of Energy, Deutsche Bank, PwC, and EY; is reported to have affected nearly 40 million people. The hydra-headed data breach incident of such magnitude perhaps underscores the possible damages that could be caused if something similar were to happen in the metaverse.
Malware infections: The metaverse relies on various devices and platforms to deliver its services and experiences. These devices and platforms may have vulnerabilities that can be exploited by hackers to inject malware into the system. Malware infections can disrupt or damage the functionality or performance of the devices or platforms or steal or encrypt data from them. Malware infections can also spread from one device or platform to another through network connections or user interactions.
Cyberattacks on critical infrastructure: The metaverse depends on critical infrastructure such as power grids, telecommunications networks, cloud servers, or IoT devices to operate smoothly and reliably. However, these infrastructure components may also be targeted by cyberattacks that aim to cause physical or digital harm or disruption.
For example, cyberattacks on power grids could cause blackouts or brownouts that affect millions of users in the metaverse. Cyberattacks on telecommunications networks could cause latency or connectivity issues that degrade user experience or prevent access to the metaverse. Cyberattacks on cloud servers could compromise data integrity or availability or cause service outages. Cyberattacks on IoT devices could hijack or manipulate their functions or data.

Cybersecurity Solutions for the Metaverse: Thriving amidst Adversity

The metaverse poses significant cybersecurity challenges and risks that require proactive and comprehensive solutions from organizations. Some of the cybersecurity solutions that organizations can implement to protect themselves and their users in the metaverse include:

Establishing cybersecurity governance: Your organization should develop and enforce a proactive cybersecurity governance model that includes clear and consistent policies and standards. These policies and standards should cover aspects such as privacy-by-design principles, privacy-by-default tenets, data ownership, data protection, data sharing, user consent, user verification, user behaviour, user feedback, user rights, user responsibilities, system status, dispute resolution, incident response, and compliance.
Ensuring regulatory compliance: To ensure and promote a more compliant predisposition amidst a shifting metaverse landscape and ever-changing regulations, your organization should adopt a proactive approach involving regular audits and swift adaptation.
Educating and empowering users: Your organization should educate and empower its users in the metaverse. You should inform users about the potential cybersecurity risks and threats that they may encounter in the metaverse and how to avoid or mitigate them. You should also provide users with the necessary tools and resources to protect themselves and their data in the metaverse, including privacy settings, security settings, reporting mechanisms, feedback mechanisms, or security awareness training.

Cybersecurity Opportunities in the Metaverse

The metaverse is not only a source of cybersecurity challenges and risks but also a source of cybersecurity opportunities for organizations. Some of the cybersecurity opportunities that organizations can leverage in the metaverse include:

Enhancing user experience: Organizations can use cybersecurity as a competitive advantage to enhance user experience in the metaverse. They can offer their users a secure, reliable, and trustworthy environment that fosters confidence, loyalty, satisfaction, and engagement. They can also use cybersecurity as a differentiator to attract new users or retain existing users who value security as a key factor in their decision-making.
Expanding business opportunities: Organizations can use cybersecurity as a catalyst to expand their business opportunities in the metaverse. They can explore new markets or segments that are emerging or growing in the metaverse. They can also create new products or services that address the specific needs or demands of users in the metaverse.
Innovating business models: Organizations can use cybersecurity as an enabler to innovate their business models in the metaverse. They can adopt new ways of delivering value to their customers or stakeholders in the metaverse. They can also leverage new sources of revenue or cost savings that are enabled by cybersecurity technologies or practices in the metaverse.

What isn’t hard to imagine for us in cybersecurity is that the metaverse is going to greatly expand the threat landscape. So, the metaverse is more than an imaginative exercise for us; it’s the future – a future we should ideally start planning for now.
— Jonathan Singer, Senior Product Marketing Manager, Checkmarx

Final thoughts

The metaverse is a promising phenomenon that offers unprecedented opportunities for organizations to create immersive and engaging experiences for their users.

However, the metaverse and Generative AI will become more pervasive, diverse, and complex, requiring more advanced and adaptive cybersecurity solutions, posing significant challenges and risks for organizations to secure their platforms, properties, and users from cyberattacks or malicious actors.

Therefore, businesses and organizations need to adopt proactive and comprehensive cybersecurity solutions that can protect themselves and their users in the metaverse while leveraging its potential benefits. They should adopt best practices and recommendations to enhance their cybersecurity posture and resilience in the metaverse, such as adopting a cyber resilience strategy, implementing a zero-trust model, using blockchain technology, leveraging artificial intelligence tools, establishing clear policies, standards, guidelines, roles, responsibilities for cybersecurity management, and collaborating with other stakeholders in the metaverse ecosystem.

If you need help developing and implementing effective cyber resilience strategies within your organization, or you’re simply interested in learning more about effective cybersecurity and risk management best practices, then please feel free to contact me today.

また会うまで – take care, until we meet again.

July 25 2023

False Assurance in Risk Management and Cybersecurity: Unmasking the Illusion

Raphael Iloh Business Continuity, Business Strategy, Cyber Security, Cybersecurity Governance, Infosec, Leadership, Risk Assessment, Risk Management, Security Architecture, Security Assurance, Security Risks, Security Strategy, Third-Party Risk Management cyber risks, cyber threats, cyberrisks, cybersecurity, cybersecurity governance, cyberthreats, false assurance, leadership, risk management, security assurance, security audit, third party risk management

In today’s interconnected digital landscape, risk management and cybersecurity are of paramount importance for organizations and individuals alike. With the constant evolution of cyber threats, it is crucial to remain vigilant and proactive in implementing robust security measures.

However, a dangerous phenomenon known as false assurance can undermine even the most well-intentioned efforts. In a previous article, I mentioned the reports of recent unconnected breaches that affected Microsoft Azure and PwC, highlighting the potentially severe impacts that come with third-party security incidents. A more recent report indicates that the number of organizations impacted by the breach incident at Microsoft Azure may have even widened in the last few days.

In this article, we’ll delve into the captivating realm of risk management and cybersecurity, uncovering the deceptive notion of false assurance; exploring its causes, implications, and strategies to mitigate its detrimental effects.

Understanding False Assurance

False assurance in risk management and cybersecurity refers to situations where organizations or individuals mistakenly believe that they are adequately protected against risks and threats, when; in reality; their security measures are ineffective or inadequate.

False assurance occurs when there is a false sense of security, leading to complacency, overconfidence, negligence, and the assumption that all necessary precautions have been taken. It can also stem from a lack of awareness, understanding, or communication of actual risks and vulnerabilities that exist in the operating environment. Unfortunately, this perception gap can expose entities (i.e., organizations and individuals) to severe consequences, including data breaches, financial loss, reputational damage, and regulatory non-compliance.

Causes of False Assurance

False assurance can arise due to several reasons including:

Inadequate risk assessment: Organizations may fail to conduct comprehensive risk assessments, leading to an incomplete understanding of potential vulnerabilities. Overlooking critical risks can create a false sense of security.
Overreliance on technology: While technological solutions play a crucial role in cybersecurity, relying solely on them without considering the human factor or other potential attack vectors can be dangerous. Organizations must adopt a holistic approach to security.
Lack of continuous monitoring: Cyber threats are constantly evolving, necessitating ongoing monitoring and adaptation of security measures. Failure to regularly assess and update security practices can result in false assurance.
Insufficient training and awareness: Human error remains a leading cause of cybersecurity breaches. If employees are not adequately trained on security best practices or are unaware of potential risks, they may engage in risky behaviour, leading to a false sense of security.
Compliance-driven approach: While compliance with regulations and standards is crucial, a compliance-focused mindset can create false assurance. Organizations must recognize that compliance does not automatically ensure security and should go beyond the minimum requirements.
Human factors: People may have cognitive biases, such as confirmation bias, optimism bias, or availability bias, which may influence their perception and judgment of risks. They may also have emotional factors, such as fear, pride, or loyalty, which affect their willingness and ability to report or address risks. Also, they may have behavioural factors, such as inertia, fatigue, or habituation, which may reduce their vigilance and responsiveness to risks.
Organizational factors: Organizations may have cultural factors, such as norms, values, or incentives, that shape their attitude and approach to risk management. They may also have structural factors, such as hierarchy, silos, or bureaucracy, that hinder their coordination and collaboration on risk management. Also, they may have procedural factors, such as policies, standards, or audits, that create a false sense of security or compliance without ensuring actual effectiveness or improvement.
Technical factors: Technologies may have inherent limitations, flaws, or vulnerabilities that expose them to risks. They may also have complex interactions or dependencies that create unforeseen risks. They may also have dynamic changes or updates that introduce new risks or invalidate existing controls.

Implications of False Assurance

The ramifications of false assurance in risk management and cybersecurity can be significant; these may include:

Increased vulnerability: False assurance blinds organizations to potential risks, leaving them exposed to sophisticated cyberattacks that can bypass inadequate security measures. Cyberattacks can cause various damages, such as data theft, encryption, deletion, or manipulation; system infection, corruption, or disruption; or network slowdown, overload, or outage.
Financial losses: Data breaches and security incidents can result in substantial financial losses due to legal liabilities, remediation costs, regulatory fines, and reputational damage.
Damage to reputation: A security breach can erode customer trust and confidence, leading to reputational damage that is difficult to recover from. Customers may choose to take their business elsewhere, impacting an organization’s long-term viability.
Legal and regulatory consequences: Organizations failing to meet their legal and regulatory obligations may face severe penalties, legal action, and loss of business licenses. Compliance failures can result from several factors, such as ignorance, misinterpretation, misalignment, or non-conformance.

These risks and threats can have severe and lasting impacts on the performance, reputation, and sustainability of any organization.

Investors see data breaches as a threat to a company’s material value and feel discouraged in investing in a business that has had its sensitive information compromised.
— Malcolm Marshall, Global Head of Cyber Security, KPMG

Mitigating False Assurance

To mitigate the risks associated with false assurance, organizations must adopt a proactive and comprehensive approach to risk management and cybersecurity. This approach may include the following:

Thorough risk assessment: Conduct comprehensive risk assessments, considering internal and external factors. This step entails identifying potential vulnerabilities, assessing potential impacts, and prioritizing security measures accordingly. Regular reviews and updates are essential to adapt to the ever-changing threat landscape.
Multi-layered security strategy: Recognize that no single solution can provide foolproof protection. Implement a multi-layered security approach that includes a combination of technological solutions, employee training, incident response plans, and regular security audits.
Continuous monitoring and adaptation: Regularly monitor systems and network traffic for suspicious activity. Stay informed about emerging threats and update security measures accordingly.
Embrace Innovation: Stagnation is the enemy of cybersecurity. By embracing innovation, organizations can stay one step ahead of malicious actors. Regularly evaluate emerging technologies, implement robust patch management processes, and foster a culture of continuous learning to promote resilience.
Employee training and awareness: Educate employees about security best practices, potential risks, and their roles and responsibilities in maintaining a secure environment. Foster a culture of cybersecurity awareness.
Independent validation: Seek external validation through independent audits, penetration testing, or cybersecurity assessments to ensure that security measures are effective and up to date.
Cybersecurity governance framework: A framework is a set of standards, guidelines, or best practices that can help organizations design, implement, and manage their respective cybersecurity program. A cybersecurity governance framework can help an organization align its cybersecurity objectives with its business goals, identify and prioritize risks, and measure and improve performance.

Key stakeholders often underestimate how complex and overwhelming it can be to manage all the ancillary people and groups who must play a role in mitigating a major breach incident, including internal and external attorneys, internal and external investigators, law enforcement, regulators, and many others.
— Bryan Sartin, Managing Director, Verizon

Closing thoughts

False assurance is a dangerous and treacherous illusion that can undermine an organization’s risk management and cybersecurity capabilities and resilience, leading to complacency and a failure to adequately protect against evolving cyber threats. It can stem from various human, organizational, or technical factors that create a gap between perception and reality of risks and vulnerabilities.

Organizations must recognize the causes and implications of false assurance and take proactive steps to mitigate its risks. By embracing a comprehensive and dynamic approach to security, organizations can strengthen their defences, protect sensitive information, and preserve their reputation in an increasingly challenging digital landscape.

Remember, true cybersecurity requires constant vigilance and adaptability.

If you need help establishing effective cybersecurity capabilities with your organization, or you’re simply interested in learning more about effective cybersecurity and risk management best practices, then please feel free to contact me today.

Au revoir; take care, until we meet again.

Bridging the Gap: Leadership Strategies for Effective Cybersecurity Governance – Part 2

Raphael Iloh Business Strategy, Cybersecurity Governance, Leadership, Risk Management, Security Architecture, Security Risks, Security Strategy, Third-Party Risk Management best practices, business agility, business continuity, compliance, cyber risks, cyber threats, cyberrisks, cybersecurity governance, cyberthreats, grc, information security, innovation, kpi, kri, leadership, okr, organizational change, organizational culture, policies, risk management, standards, technology

Within the last week or so, we’ve seen reports of a couple of serious breaches that put the reputation of the target organizations in jeopardy but, more importantly, these breaches also constituted significant third-party risks to businesses and organizations that rely on the affected organizations. The first reported breach hit Microsoft Azure and impacted some users of its email services. The second reported breach targeted PwC and impacted some of its clients.

Sadly, cyber-attacks and cyber-incidents are nearly almost inevitable, it’s the nature of the beast.

However, whilst likelihood is almost nearly certain, severity and impact can be reduced, significantly. The adverse impacts of any such events on the operations of your organization can be mitigated and contained. And as a cybersecurity leader, one of the effective tools that can help you build resilience in the defence of your organization is effective cybersecurity governance.

To establish and maintain effective cybersecurity governance, leaders must develop a comprehensive cybersecurity strategy. This entails identifying critical assets and vulnerabilities, implementing risk management frameworks, and ensuring robust governance structures to guide their decision-making, planning, implementation, and evaluation of cybersecurity initiatives.

In the previous article, we looked at the crucial role of leadership in establishing and maintaining robust cybersecurity governance. We explored the qualities and skills required for cybersecurity leaders to navigate the complexities of the evolving threat landscape, address the challenges posed by these emerging threats, satisfy regulatory compliance, foster a culture of security awareness, and drive organizational change.

This article is the second and final part in the series. In this article, we’ll delve into some practical hands-on strategies that can help cybersecurity leaders establish and maintain effective cybersecurity governance within their organizations. Some of these strategies include:

Define your vision and strategy for cybersecurity

As a cybersecurity leader, you should define your vision and strategy for cybersecurity that aligns with your organization’s mission, vision, and values. Your vision should describe what you want to achieve in terms of cybersecurity outcomes, such as security posture, resilience, compliance, reputation, etc.

Your strategy should outline how you plan to achieve your vision by setting Specific, Measurable, Achievable, Relevant, and Time-bound (SMART) goals and objectives. You should also identify the key building blocks for your strategy i.e., drivers, enablers, and barriers.

Here are some examples of outlined key building blocks:

Vision: To be recognized as a leader in cybersecurity excellence by our customers, partners, regulators, and peers.
Strategy: To implement a comprehensive cybersecurity program that covers all aspects of our business operations, from strategy to execution.
Goal #1: To achieve ISO/IEC 27001 certification by Q4 2024.
Goal #2: To reduce the number of security incidents by 50% by Q2 2024.
Goal #3: To increase the level of security awareness among our employees by 80% by Q1 2025.
Driver: To protect our brand reputation; to comply with regulatory requirements.
Enabler #1: To allocate sufficient resources and budget for cybersecurity.
Enabler #2: To develop policies and standards for cybersecurity.
Enabler #3: To establish clear roles and responsibilities for cybersecurity.
Enabler #4: To monitor performance and compliance for cybersecurity.
Enabler #5: To engage stakeholders and partners for cybersecurity.

This bit is rather particularly important; you should align your vision and strategy with the overall vision and strategy of your organization, as well as ensure that they are consistent and coherent.

Once you have defined your vision and strategy for cybersecurity, you should communicate it to your team, your peers, and other relevant stakeholders. Also, you should review and update your vision and strategy regularly, based on the feedback, results, and changes in the environment.

Build your team and empower them

As a cybersecurity leader, you’d build a strong and diverse team that can support you in implementing your vision and strategy for cybersecurity. You should recruit, train, develop, and retain the best talent for cybersecurity, based on their skills, experience, knowledge, attitude, and potential. You should also leverage the existing capabilities and resources within your organization, such as IT, legal, compliance, audit, risk, etc.

You should also empower your team by delegating authority and responsibility for cybersecurity tasks and activities. You should provide them with clear expectations, guidance, support, feedback, and recognition. You should also encourage them to collaborate with each other and with other teams and stakeholders. You should also foster a culture of learning and improvement within your team by promoting continuous education, training, certification, mentoring, coaching, etc.

Develop policies, standards, and procedures for cybersecurity

You should develop policies, standards, and procedures for cybersecurity that define the rules, requirements, and best practices for securing your organization’s systems and information. You should base your policies and standards on recognized frameworks, such as ISO/IEC 27001, NIST Cybersecurity Framework (CSF), NIST Risk Management Framework (RMF), or COBIT.

You should ensure that the policies, standards, and procedures you develop are aligned with the values, principles, and objectives of your organization. Also, you should ensure that the policies and standards are documented, communicated, and enforced across the organization. You should also monitor compliance with your policies and standards, as well as take corrective actions when needed.

Implement controls and measures for cybersecurity

As a cybersecurity leader, you should implement controls and measures for cybersecurity that protect your organization’s systems and information from cyber threats and attacks. You should base your controls and measures on recognized models, such as CIA (Confidentiality, Integrity, & Availability), AAA (Authentication, Authorization, & Accountability), or PDCA (Plan, Do, Check, Act).

You should ensure that the controls and measures you implement align with the risk appetite, business needs, and stakeholder expectations within your organization.

Also, you should ensure that your controls and measures are effective, efficient, and economical. You should also measure (and report on) the performance of your controls and measures using relevant metrics, such as Key Performance Indicators (KPIs), Key Risk Indicators (KRIs), or Key Control Indicators (KCIs). You should also improve your controls and measures regularly, based on the feedback, results, and changes in the environment.

Companies that are leveraging technologies the best, leveraging the best practices in order to mitigate their risk, they should see that reflected in the terms and conditions that they are offered by the market…
— Noel Pearman, XL Catlin

Review risks and opportunities for cybersecurity

You should review risks and opportunities for cybersecurity to ensure that your organization is prepared for the current and future cyber threat landscape. You should use various tools and techniques to identify, analyse, evaluate, and treat risks and opportunities related to cybersecurity. Some of these tools and techniques include:

Risk identification: To recognize sources, events, or causes of potential or actual harm or loss related to cybersecurity.
Risk analysis: To estimate the likelihood and impact of potential or actual harm or loss related to cybersecurity.
Risk evaluation: To compare the level of risk with the organization’s risk appetite or tolerance related to cybersecurity.
Risk treatment: To select and implement options to avoid, reduce, transfer, or accept risk related to cybersecurity.
Opportunity identification: To recognize sources, events, or causes of potential or actual benefit or gain related to cybersecurity.
Opportunity analysis: To estimate the likelihood and impact of potential or actual benefit or gain related to cybersecurity.
Opportunity evaluation: To compare the level of opportunity with the organization’s opportunity appetite or criteria related to cybersecurity.
Opportunity treatment: To select and implement options to exploit, enhance, share, or ignore opportunities related to cybersecurity.

As always, you should ensure that your review activities are proactive, comprehensive, systematic, and consistent. Also, you should communicate your review results to relevant stakeholders using appropriate formats and channels. You should also act on your review results by taking preventive or corrective actions when needed.

Engage stakeholders and partners for cybersecurity

You should engage stakeholders and partners for cybersecurity to ensure that your organization has the support and collaboration it needs to achieve its security goals and objectives. You should identify who your stakeholders and partners are, what their interests and expectations are, and how you can communicate and interact with them effectively. Some of your stakeholders and partners may include:

Internal stakeholders: Such as senior executives, board members, managers, employees, etc., who have a direct or indirect interest in the organization’s security performance or compliance.
External stakeholders: Such as customers, suppliers, regulators, auditors, investors, media, etc., who have a direct or indirect influence on the organization’s security performance or compliance.
Partners: Such as peers, competitors, industry associations, professional bodies, academic institutions, research organizations, etc., who have a common interest or goal in enhancing security performance or compliance.

You’d expect to use various tools and techniques to engage stakeholders and partners including Stakeholder analysis, Stakeholder engagement plan, communication plan, etc. You’d communicate your engagement results to relevant stakeholders and partners using appropriate formats and channels.

Other elements that you would cover in your overarching cybersecurity governance include:

Monitor performance and compliance for cybersecurity.
Promote awareness and education for cybersecurity.
Establish vendor and third-party risk management.
Establish and monitor business continuity and disaster recovery plans.
Establish asset inventory and management.
Drive innovation and improvement for cybersecurity.
Integrate with the enterprise architecture.

Fix the basics, protect first what matters for your business and be ready to react properly to pertinent threats. Think data, but also business services integrity, awareness, customer experience, compliance, and reputation.
— Stéphane Nappo

Final thoughts

Cybersecurity governance is a strategic imperative that affects every aspect of an organization’s operations, performance, reputation, and resilience. It requires strong leadership from the top down and across all levels of the organization. Effective cybersecurity leaders possess a combination of qualities and skills that enable them to lead by example, inspire others, and deliver results. They also employ various strategies that can help them establish and maintain effective cybersecurity governance within their organizations. By following these strategies, cybersecurity leaders can bridge the gap between their vision and reality for cybersecurity and create a robust security culture within their organizations.

I hope that this set of articles has empowered you, as a cybersecurity leader, to champion cybersecurity initiatives and create a robust security culture within your organization. I also hope that these articles have inspired further research or practice on cybersecurity governance.

Au revoir; take care, until we meet again.

Bridging the Gap: Leadership Strategies for Effective Cybersecurity Governance

Raphael Iloh Business Continuity, Business Strategy, Cyber Security, Infosec, Leadership, Risk Assessment, Risk Management, Security Architecture, Security Risks, Security Strategy best practices, business agility, business continuity, compliance, cyber risks, cyber threats, cyberrisks, cybersecurity governance, cyberthreats, grc, information security, innovation, kpi, leadership, organizational change, organizational culture, policies, risk management, standards, technology

Cybersecurity is no longer a technical issue that can be delegated to IT departments. It is a strategic imperative that affects every aspect of an organization’s operations, performance, reputation, and resilience. In the digital age, cybersecurity threats are constantly evolving and becoming more sophisticated, posing significant challenges and risks to organizations of all sizes and in pretty much all sectors.

As the world around us is evolving and becoming more digital, the collective understanding of what it means to be safe, secure, and resilient is also evolving. According to the Harvard Business Review (HBR), the impact of cybercrime is predicted to reach US$10 trillion this year. In the same report, HBR indicated that human error constitutes the biggest cyber-threat as it accounts for over 80% of cyber-incidents.

How can organizations effectively protect themselves and their stakeholders from cyber-threats, cyber-risks, and cyber-incidents, while also enabling innovation and growth?

I’d argue that, in nearly all cases, the answer most probably lies in effective cybersecurity governance.

In a couple of previous posts; part 1 and part 2 of a series on cybersecurity and the supply chain; I discussed some ways to safeguard the digital fortress including the use of effective cybersecurity governance. Cybersecurity governance is how organizations control and direct their approach to cybersecurity, including defining their risk appetite, building accountability frameworks, and establishing who is responsible for making decisions.

Effective cybersecurity governance will help ensure that cybersecurity activities support the organization’s overarching strategic mission/goals, align with its values, and culture, as well as comply with its legal and regulatory obligations. Effective cybersecurity governance will also enable the organization to respond quickly and effectively to emerging threats and incidents, as well as to communicate clearly and confidently with its stakeholders.

However, achieving effective cybersecurity governance is not easy. It requires strong leadership from the top, as well as collaboration and engagement from all levels of the organization. It also requires a clear vision, a robust strategy, and a flexible framework that can adapt to changing conditions and needs.

In this article, we’ll explore the essential role of leadership in establishing and maintaining effective cybersecurity governance, as well as provide practical insights and strategies for cybersecurity leaders to bridge the gap between security and business objectives.

The Role of Leadership in Cybersecurity Governance

Leadership is the key factor that determines the success or failure of cybersecurity governance. Leadership could be described as the ability of an entity (i.e., an individual, a group, a team, or an organization) to influence or guide other entities to achieve common or shared objectives.

Without any doubt, leadership involves setting direction, communicating vision, motivating action, empowering people, building trust, resolving conflicts, and ensuring accountability. Within any organization, ensuring that policies, standards, principles, and procedures are properly developed and maintained requires a well-defined governance model, such as the one outlined in ISO/IEC 27014-2020.

In the context of cybersecurity governance, leadership plays a vital role in:

Defining the organization’s vision and strategy for cybersecurity
Establishing clear roles and responsibilities for cybersecurity
Informing the organization’s decision concerning investments in cybersecurity.
Allocating adequate resources and budget for cybersecurity
Developing policies and standards for cybersecurity
Implementing controls and measures for cybersecurity
Monitoring performance and compliance for cybersecurity
Reviewing risks and opportunities for cybersecurity
Engaging stakeholders and partners for cybersecurity
Promoting awareness and education for cybersecurity
Driving innovation and improvement for cybersecurity

Cybersecurity leaders are those who have the authority, responsibility, and accountability for overseeing and managing cybersecurity within their organizations. They may have different titles, such as Chief Information Officer (CIO), Chief Technology Officer (CTO), Chief Information Security Officer (CISO), Chief Security Officer (CSO), Principal Cybersecurity Consultant, or team leader but they share a common goal: to ensure that their organizations are secure, resilient, and compliant.

These leaders need to have a range of qualities and skills to fulfil their roles effectively. They need to have a deep understanding of the technical aspects of cybersecurity, as well as the business context and environment in which they operate. Also, they need to have a strategic mindset, as well as an operational focus. Furthermore, they need to have strong communication skills, as well as analytical abilities. They need also to have a collaborative attitude, as well as a decisive approach. They need to have a visionary outlook, as well as a pragmatic perspective.

Until you have experienced something like this, you don’t realise just what can happen, just how serious it can be… I had no intuitive idea on how to move forward.
— Soren Skou, CEO, Maersk

Understanding the Complex Challenges

The ever-changing cybersecurity landscape presents organizations with a myriad of challenges. From sophisticated cyber threats to legal and regulatory compliance, leaders must be well-informed and adaptable. As a cybersecurity leader, you’d expect to face complex challenges, such as:

Align security goals with business objectives: You need to ensure that your security strategy supports your organization’s vision, mission, values, and goals. You need to balance the trade-offs between security and performance, between risk mitigation and innovation, and between compliance and competitiveness. You need to demonstrate the value of security investments and initiatives to senior management and other stakeholders, as well as justify the allocation of resources and priorities.
Manage risks and compliance: You need to identify, assess, prioritise, treat, monitor, and report on the cyber risks that your organization faces. You need to establish a risk appetite framework that defines the level of risk that your organization is willing to accept or tolerate in pursuit of its objectives. You need to implement appropriate controls and measures to reduce or transfer the risks that exceed the risk appetite. Also, you need to ensure that your organization complies with relevant laws, regulations, standards, policies, and best practices.
Respond to emerging threats and incidents: A proactive incident response culture is another hallmark of effective cybersecurity governance. As a cybersecurity leader, you need to be aware of the current threat landscape and the potential impact of cyberattacks on your organization. You need to develop and maintain an incident response plan (or playbook, if you will) that defines roles, responsibilities, processes, procedures, tools, and resources for detecting, containing, analysing, resolving, recovering from, learning from, and communicating about cyber incidents. Also, you need to test and exercise your team’s incident response capabilities regularly.
Foster a culture of security awareness: You need to create a culture where security is everyone’s responsibility within your organization. You need to educate and train staff on security policies, procedures, practices, and behaviours. You need to raise awareness of cyber threats and risks, and how to prevent or report them. You need to reward positive security actions and outcomes, as well as address negative ones. Also, you need to lead by example and demonstrate your commitment to security.
Foster a culture of security innovation: As a cybersecurity leader, you’d champion a culture of innovation within your teams and organization by encouraging curiosity, research, creative thinking, design thinking, risk-taking, and a mindset of learning from mistakes.

As cybersecurity leaders, we have to create our message of influence because security is a culture, and you need the business to take place and be part of that security culture.
— Britney Hommertzheim

Trust in the digital business age is every bit as important as actual service delivery. Few things impact a company’s brand more than a badly handled data breach or prolonged service outage.
— Hugh Callaghan, Executive Director, Cyber Advisory Services, EY

Conclusion

Cybersecurity leadership is essential for effective cybersecurity governance. In this article, we’ve explored the essential role of leadership in establishing and maintaining effective cybersecurity governance within organizations. We’ve examined the qualities and skills required for cybersecurity leaders to navigate complex challenges, foster a culture of security awareness, and drive organizational change for cybersecurity governance.

In the follow-up article, we’ll delve into some practical hands-on insights and strategies for cybersecurity leaders to help them bridge the gap between security and business objectives, as well as create a robust security culture within their respective organizations.

Au revoir; take care, until we meet again.

July 16 2023

Safeguarding the Digital Fortress: Navigating Cybersecurity and Supply Chain Challenges – Part 2

Raphael Iloh Business Strategy, Cyber Security, Leadership, Risk Assessment, Risk Management, Security Architecture, Security Risks, Security Strategy, Supply Chain Risk Management, Third-Party Risk Management business agility, business continuity, cscrm, cyberattacks, cybersecurity, cyberthreats, disaster recovery, governance, kpi, leadership, ncsc, nist, okr, risk management, supply chain, third party risk management

This is the second part of a 2-part series wherein we explore cybersecurity and supply chain challenges. In the first post, we explored the challenges, risks, and threats that cybersecurity and the supply chain pose to organizations and how these could be effectively mitigated against. We also looked at how cybersecurity supply chain risks touch nearly all facets of business operations including sourcing, vendor management, supply chain continuity and quality, transportation security and many other functions across the enterprise.

The digital landscape is fraught with diverse cybersecurity threats, ranging from malware and phishing attacks to the ever-looming threat of ransomware. Such threats not only compromise data integrity but also disrupt operations and tarnish the reputation of businesses. In this second and final part of the series, we’ll delve even further into a few other factors that play into the complex yet critical fabric of the global interconnectedness of businesses and organizations. Let’s get started, shall we?

A holistic approach to C-SCRM

Cybersecurity and the supply chain are interdependent and mutually influential. C-SCRM is a vital process that helps organizations to ensure the security and integrity of their products and services and to mitigate the risks and threats that may affect their supply chain.

To be effective, C-SCRM must be seen and conducted as an enterprise-wide activity that involves all tiers of your organization i.e., people, business processes, and technology. C-SCRM requires a holistic and proactive approach that involves collaboration among all parties in the supply chain and incorporates other aspects of cybersecurity such as generative AI, data protection, leadership, cyber resilience, privacy, third-party risks, and cybersecurity governance.

Generative AI for C-SCRM

The emergence of Generative AI, a subset of Artificial Intelligence (AI), has brought new possibilities for enhancing cybersecurity. Generative AI can be a powerful tool for C-SCRM in several ways, such as:

Enhancing the security and quality of products and services by using generative AI to test, verify, or validate their functionality, performance, or compliance.
Improving the efficiency and agility of supply chain processes by using generative AI to automate, optimize, or streamline tasks such as design, development, distribution, deployment, maintenance, etc.
Increasing the innovation and differentiation of products and services by using generative AI to generate new features, functionalities, or designs that meet customer needs or expectations.
Enabling the personalization and customization of products and services by using generative AI to tailor them to specific preferences, contexts, or scenarios of customers or users.

However, there are some challenges and risks of integrating Generative AI into C-SCRM, such as:

Introducing new vulnerabilities or threats to products and services by using generative AI to create malicious or harmful content or data that can compromise their security or integrity.
Reducing the transparency or accountability of products and services by using generative AI to generate content or data that is difficult to explain, verify, or trace.
Increasing the complexity or uncertainty of products and services by using generative AI to generate content or data that is dynamic, unpredictable, or probabilistic.
Affecting the ethics or legality of products and services by using generative AI to generate content or data that is inappropriate, offensive, deceptive, or infringing.

Therefore, it is important to use generative AI responsibly and ethically for C-SCRM and ensure that it complies with the relevant standards, regulations, and best practices.

A reinforced and sturdy C-SCRM

C-SCRM is not a standalone activity but rather an integral part of the overall cybersecurity strategy and culture of an organization. Therefore, it’s essential to incorporate other key aspects of cybersecurity such as data protection, leadership, cyber resilience, privacy, third-party risks, and cybersecurity governance into C-SCRM. Some of the ways to do this include:

Data protection: Ensure that the data that is collected, processed, stored, transmitted, or shared in the supply chain is protected from unauthorized access, use, disclosure, modification, or destruction. Implement data protection measures such as encryption, authentication, authorization, backup, recovery, etc. Comply with data protection laws and regulations such as GDPR, CCPA, etc.
Leadership: Establish a clear vision and direction for C-SCRM that is communicated and supported by the top management and stakeholders. Empower and enable the C-SCRM team with the necessary resources, authority, and accountability. Foster a culture of trust, collaboration, and continuous improvement among all parties in the supply chain.
Cyber resilience: Build the ability to anticipate, prepare for, respond to, and recover from cyberattacks in the supply chain. Develop a cyber resilience strategy that covers prevention, detection, response, recovery, and learning. Implement cyber resilience measures such as redundancy, diversity, modularity, adaptability, etc.
Privacy: Privacy is a complex and evolving domain that requires balance and trade-offs. It’s subject to various interests and values that may conflict or compete with each other. Respect the rights and preferences of customers and users regarding their personal information in the supply chain. Implement privacy measures such as consent, notice, choice, access, rectification, erasure, etc. Comply with privacy laws and regulations such as GDPR, CCPA, etc.
Your organization can implement privacy standards and frameworks (e.g., ISO/IEC 29100, NIST SP 800-53A, or CIS Privacy Controls) that provide guidance on how to embed privacy principles and practices into its data processing activities.
Third-party risks: Third-party risk management is subject to various sources and types of risks that may change or evolve over time. Some examples of such sources and types of risks include performance risks, financial risks, operational risks, strategic risks, compliance risks, or reputational risks. Assess and manage the risks associated with the external parties that provide products or services in the supply chain. Implement third-party risk management measures such as due diligence, risk assessment, contract management, monitoring, auditing, etc.
Your organization can comply with third-party risk management standards and frameworks such as ISO 27036 (parts 1 through 4), NIST SP 800-161, etc.
Cybersecurity governance: Cybersecurity governance is a challenging and demanding domain that requires leadership, culture, and competence. Cybersecurity governance is subject to various stakeholders and expectations that may vary by sector, industry, or region. Some examples of such stakeholders and viewpoints include board members, senior managers, employees, customers, suppliers, regulators, and auditors. Establish and maintain the policies, processes, structures, roles, and responsibilities for C-SCRM. Implement cybersecurity governance measures such as planning, organizing, directing, controlling, reporting, etc.
Your organization can implement cybersecurity governance standards and frameworks such as ISO 27001, ISO 38500, NIST SP 800-37, NIST CSF, COBIT, etc. Your organization can also invest in cybersecurity governance tools to help enhance its cybersecurity governance capabilities and performance. Such tools and training include cybersecurity governance dashboard, cybersecurity governance scorecard, cybersecurity governance maturity model, cybersecurity governance workshop, etc.

NIST has outlined some key practices for effective C-SCRM alignment including:

Integrate C-SCRM across the organization.
Establish a formal C-SCRM program.
Know and manage critical suppliers.
Understand the organization’s supply chain.
Closely collaborate with key suppliers.
Include key suppliers in resilience and improvement activities.
Assess and monitor throughout the supplier relationship.
Plan for the full lifecycle.

Experts on cybersecurity and supply chain management like to draw attention to the fact that operating systems are only as strong as their “weakest link“. The “weakest link” argument is evoked with good reason when discussing risk management.
— Xeneta

Conclusion

Okay, we’ve discussed the challenges and opportunities of cybersecurity and supply chain management. We’ve also discussed how Generative AI can be used to create and protect data in various domains. Finally, I’ve provided some best practices and recommendations for improving cybersecurity and supply chain management, drawing on relevant guidance and regulations such as the NCSC Supply Chain Security Guidance, the NIST CSCRM, and the EU Supply Chain Due Diligence Directive.

If you are interested in learning more about C-SCRM or need help with implementing it in your organization, please contact me today. I can help you to design, develop, and deploy a C-SCRM strategy that suits your business objectives, risk appetite, regulatory obligations, and cybersecurity posture. I can also help you to leverage generative AI for C-SCRM responsibly and ethically.

Hasta que nos encontremos de nuevo; take care, see you around soon.

July 12 2023

Safeguarding the Digital Fortress: Navigating Cybersecurity and Supply Chain Challenges – Part 1

Raphael Iloh Business Continuity, Business Strategy, Cyber Security, Leadership, Risk Assessment, Risk Management, Security Architecture, Security Risks, Security Strategy, Supply Chain Risk Management, Third-Party Risk Management business agility, business continuity, cscrm, cyberattacks, cybersecurity, cyberthreats, leadership, ncsc, nist, risk management, supply chain, third party risk management

In a previous post, I mentioned that supply chain attacks would be one of the possible cybersecurity trends to look out for in 2023. Given the ever-mounting of threats of cyberattacks to supply chains, Gartner reported that 44% of organizations indicated that they would substantially increase year-over-year spend on supply chain cybersecurity in 2023.

In the last week, there’ve been news reports of a ransomware attack on the Port of Nagoya in Tobishima, Japan’s largest port by total cargo throughput. Reports indicate that the attack had successfully prevented the port from receiving shipping containers for two days. The port is a significant hub for Toyota Motor Corporation, handling some of the company’s exports and imports.

Cybersecurity is not just about protecting your systems and data from cyberattacks. It is also about ensuring the security and integrity of the products and services you rely on from your suppliers, vendors, and partners. This is what cybersecurity supply chain risk management (C-SCRM) is all about.

This post is the first part of a 2-part series wherein we’ll explore the challenges, risks, and threats that cybersecurity and supply chain pose to organizations and how these could be effectively mitigated against. We’ll also discuss how data protection, cyber resilience, third-party risks, cybersecurity governance, and a few other factors play into this complex and critical relationship.

Finally, we’ll provide some best practices and recommendations for improving cybersecurity and supply chain management in this ever-evolving digital era, drawing on relevant guidance and regulations such as the NCSC Supply Chain Security Guidance, the NIST CSCRM Guidance, and the EU Supply Chain Due Diligence Directive.

What’s Cybersecurity Supply Chain Risk Management?

According to NIST, C-SCRM could be described as “the process of managing the cybersecurity risks that may affect the supply chain and its products and services. It involves identifying, assessing, monitoring, and responding to these risks (whether intentional or inadvertent) at all levels of an organization and its external partners. C-SCRM aims to ensure the integrity, security, quality, and resilience of the supply chain and its cybersecurity-related elements.”

C-SCRM covers the entire lifecycle of a system (including design, development, distribution, deployment, acquisition, maintenance, and destruction) and the extended circle of vendors that may use services or products from other vendors. It also covers the physical and software security of the purchased devices and programs.

Some of the factors that make the supply chain vulnerable to cyberattacks include:

The use of multiple components from various sources may have different levels of security or quality assurance.
The reliance on third-party service providers for cloud services, web applications, online stores, management software, etc.
The lack of visibility or control over the security practices of suppliers or subcontractors.
The exposure to geopolitical or regulatory risks that may affect the availability or integrity of products or services.
The possibility of insertion of counterfeits, unauthorized production, tampering, theft, insertion of malicious software or hardware, or poor manufacturing or development practices in the supply chain.

These factors can result in risks such as:

Compromise of confidential or sensitive data or intellectual property.
Loss of functionality or availability of critical systems or services.
Damage to your organization’s reputation or the trust of customers or stakeholders.
Legal liability or regulatory non-compliance.
Financial losses or operational disruptions.

How to Mitigate C-SCRM Risks?

Mitigating C-SCRM risks requires a holistic and proactive approach that involves collaboration among all parties in the supply chain. Some effective mitigating measures against cybersecurity supply chain risks include:

Establishing a C-SCRM strategy that aligns with the organization’s business objectives, risk appetite, and cybersecurity posture.
Developing a C-SCRM policy that defines roles and responsibilities, processes and procedures, standards and guidelines, metrics and reporting for managing C-SCRM risks.
Conducting a C-SCRM assessment that identifies and prioritizes the critical assets, suppliers, processes, and dependencies in the supply chain and evaluates their cybersecurity risks.
Implementing C-SCRM controls that address the identified risks through preventive, detective, corrective, or compensating measures. These may include contractual clauses, security requirements, audits, testing, monitoring, incident response, contingency planning, etc.
Monitoring C-SCRM performance that tracks and measures the effectiveness of C-SCRM controls and provides feedback for improvement.
Reviewing C-SCRM practices that periodically evaluate the relevance, adequacy, and efficiency of C-SCRM strategy, policy, assessment, controls, and performance and update them as needed.

While organizations say they are aware of the risks, most admit that they aren’t making supply chain security a priority.
— synopsys.com

Conclusion

As we conclude the first part of this exploration of cybersecurity and supply chain challenges, it’s clear that the digital fortress demands our utmost attention. Cybersecurity in the supply chain isn’t an IT problem only. Cybersecurity supply chain risks touch pretty much all facets of business operations including sourcing, vendor management, supply chain continuity and quality, transportation security and many other functions across the enterprise.

In the second part of the series, we’ll explore a few other factors that play into this complex yet critical relationship, including data protection, cyber resilience, third-party risks, cybersecurity governance, and leadership.

Hasta que nos encontremos de nuevo; take care, see you around soon.

June 28 2023

Unleashing the Power of Artificial Intelligence in Healthcare: Revolutionising Patient Care – Part 1

Raphael Iloh Artificial Intelligence, Business Strategy, Cyber Security, Healthcare, Leadership, Risk Management, Security Risks, Security Strategy, Third-Party Risk Management advancedmedicine, ai, aihealthcare, artificialintelligence, changeculture, compliance, cybersecurity, digitalhealth, generativeai, healthcare, innovation, leadership, machinelearning, patientcare, privacy, technology, unbiasedmedicine

In a previous post, we discussed possible cybersecurity trends and predictions for 2023. Today, I thought we’d embark on a journey into the realm of Artificial Intelligence (AI) in healthcare. So, join me, if you may, as we explore the applications, benefits, challenges, and ethical considerations surrounding this groundbreaking yet evolving technology, and what are the future directions of AI-augmented healthcare systems. We’ll uncover the potential of AI to revolutionize the delivery of healthcare services, transcending boundaries and ushering in a new era of improved patient outcomes and innovation.

AI is not a new concept, but it has gained a lot of momentum and attention in recent years. AI is the ability of machines to perform tasks that normally require human intelligence, such as reasoning, learning, decision-making, and problem-solving. It’s probably been contemplated in some quarters, that AI can also enhance or possibly surpass human capabilities in some domains, such as vision, speech, and natural language.

Understanding Artificial Intelligence in Healthcare

AI in healthcare is the use of machine-learning algorithms and software, or artificial intelligence, to mimic human cognition in the analysis, presentation, and comprehension of complex medical and healthcare data, or to exceed human capabilities by providing new ways to diagnose, treat, or prevent disease.

AI in healthcare can be classified into three main types:

Machine learning (ML): This is the process of training machines to learn from data and make predictions or decisions based on patterns or rules. ML can be further divided into supervised learning (where the machine learns from labelled data), unsupervised learning (where the machine learns from unlabelled data), and reinforced learning (where the machine learns from feedback or rewards).

Natural language processing (NLP): This is the process of enabling machines to understand and generate natural language, such as text or speech. NLP can be used for tasks such as information extraction, sentiment analysis, text summarization, question answering, and conversational agents.

Computer vision (CV): This is the process of enabling machines to perceive and interpret visual information, such as images or videos. CV can be used for tasks such as face recognition, object detection, scene understanding, medical imaging analysis, and gesture recognition.

AI in healthcare can also involve other technologies, such as robotics (the use of machines to perform physical tasks), the Internet of Things (the interconnection of devices and sensors that collect and exchange data), blockchain (the use of distributed ledgers to store and verify transactions), and cloud computing (the use of remote servers to store and process data).

Applications of AI in Healthcare

AI has many applications in various fields and industries, but one of the most promising and impactful areas is healthcare and medicine. AI can help improve the delivery and quality of health services, advance medical research and innovation, as well as empower patients and communities.

Let us delve into the remarkable applications of AI in the healthcare domain, where its potential knows no bounds.

Diagnosis and medical imaging: AI can help improve the speed and accuracy of diagnosis and screening for diseases by analysing various types of data, such as symptoms, medical history, lab tests, genetic information, and imaging scans. For instance, AI can help detect skin cancer by comparing images of skin lesions with a database of known cases or diagnose diabetic retinopathy by analysing retinal photographs for signs of damage.
By augmenting human expertise, AI can enhance diagnostic accuracy, leading to earlier detection of diseases such as cancer. Case studies have shown remarkable success in AI-assisted radiology, revolutionizing the way we identify early-stage cancers and potentially saving countless lives.
Predictive analytics and personalised treatment: AI can assist with clinical care by providing recommendations or guidance for optimal treatment plans, dosages, or procedures based on patient characteristics, preferences, and outcomes. For example, AI can help optimize radiation therapy for cancer patients by generating personalized plans that minimize damage to healthy tissues or assist surgeons with robotic tools that enhance precision and control.
Research: AI can help advance medical research and innovation by discovering new insights, hypotheses, or solutions from large and complex datasets, such as clinical trials, genomics, or population health. For example, AI can help design new drugs by screening millions of molecules for potential efficacy and safety or find new links between genetic codes and diseases by analysing patterns across genomes.
Public health: AI can help improve public health interventions, such as disease surveillance, outbreak response, and health systems management by monitoring, predicting, and responding to health events or trends at local or global scales. For example, AI can help track the spread of infectious diseases by analysing data from social media, news sources, or mobile devices, or optimize the allocation of health resources by forecasting demand and supply based on historical data and real-time information.
Administration and virtual assistants: AI can help improve the efficiency and performance of administrative and operational workflows, processes, and financial operations by automating or streamlining tasks that are repetitive, time-consuming, or susceptible to errors. For example, AI can help automate the processing of insurance claims or billing by extracting and validating information from documents or images as well as reduce fraud and waste by detecting anomalies or inconsistencies in health data or transactions.

Benefits of AI in Healthcare

AI for health has the potential to bring positive impacts to various stakeholders, such as patients, providers, researchers, policymakers, and society at large. Here are some benefits of AI in healthcare:

Improve accuracy, speed, and scalability: AI can help improve the quality and reliability of health services by reducing errors, delays, and variability that may arise from human factors, such as fatigue, bias, or inconsistency. AI can also help scale up health services by reaching more people or places that may have limited access to human expertise or resources.
Reduce costs and increase efficiency: AI can help reduce the costs and inefficiencies of health systems by optimizing the use of assets and resources, such as equipment, staff, or facilities. AI can also help prevent or minimize errors or adverse events that may result from human mistakes or malpractice, such as misdiagnosis, medication errors, or surgical complications.
Enable personalised and preventive care: AI can help tailor health services to the individual needs and preferences of each patient by considering their respective characteristics, such as genetics, lifestyle, or environment. AI can also help prevent or delay the onset or progression of diseases by identifying risk factors or early signs of illness and providing timely interventions or recommendations.
Empower patients and communities: AI can help empower patients to take greater control of their respective health care and better understand their evolving needs by providing them with access to information, education, or support. AI can also help engage and mobilize communities to participate in health promotion or protection activities by providing them with feedback, incentives, or social networks.

The greatest opportunity offered by AI is not reducing errors or workloads, or even curing cancer: it is the opportunity to restore the precious and time-honoured connection and trust.
— Eric Topol, Deep Medicine: How Artificial Intelligence Can Make Healthcare Human Again

Conclusion:

Without any doubt, the fusion of AI and healthcare offers unparalleled potential for improved patient outcomes, operational efficiency, and personalized care. However, whilst the promises of AI in healthcare are immense, AI for health also poses significant challenges and risks for health systems, such as ethical, social, and technical issues.

In the next article in the series, we’ll delve into some of these challenges and proffer possible solutions to these challenges to ensure responsible AI adoption in healthcare.

Arrivederci; take care, see you around soon.

In the meantime, if you’re interested in learning more about AI in healthcare, you can check out these resources:

IBM: This website provides an overview of AI in healthcare, its benefits, use cases, solutions, and resources.
Wikipedia: This article provides a comprehensive introduction to AI in healthcare, its history, applications, challenges, ethics, and future.

June 7 2020

Black Lives Matter: How You Can Lead the Change Within Your Organization

Raphael Iloh Business Strategy, Leadership, Spotlight BeTheChange, BlackLivesMatter, InspireChange, leadership, LeadTheChange, NoMoreComplicity, SilenceIsComplicity, WorkplaceBias 0

There have been protests and civil upheavals against institutionalized racism and police brutality in several countries around the world following the worldwide spread of viral videos that capture the unlawful death of an unarmed black man; George Floyd; in Minneapolis, Minnesota, United States on May/25/2020 while in police custody.

We’ve seen reasonably large protests and civil unrests against racism, inequality, oppression of people of colour, and police brutality held over several consecutive days in several countries including Argentina, Australia, Belgium, Brazil, Canada, Denmark, France, Germany, Italy, Mexico, The Netherlands, New Zealand, Spain, Switzerland, United Kingdom, and of course, in nearly 100 cities in the United States alone.

Recently, we received news that the Minnesota Attorney General; Keith Ellison; has issued warrants that all four police officers involved in the death of George Floyd have now been arrested and charged. The news also indicates that the charge brought against Derek Chauvin; the ex-officer who had his knee on Floyd’s neck for nearly 9 minutes; has been elevated to felony second-degree murder.

Also, I’ve noticed that leaders and heads of several businesses and organizations; Chief Executive Officers, chairpersons, presidents, and founders; have taken to social media platforms to express support and solidarity for the black community and people of colour, on behalf of their respective organizations.

Needless to say, right now there are truckload of messages posted by senior executives and business leaders on several social media platforms, expressing solidarity for people of colour in the wake of the protests against racism.

Whilst all that may seem like a good idea, unfortunately they do not go far enough and do not offer any measurable or quantifiable significance to black and minority ethnic people.

These messages all seem more like marketing activities, not intended or expected to make any change to the lives of affected black people.

He who accepts evil without protesting against it is really cooperating with it.
— Dr Martin Luther King, Jr.

Unfortunately, I’m afraid that within the next few weeks or so; when all the social media hype about the protests against racism is cooled off and when the cameras have moved on to the next highly-rated story; nearly all these companies and businesses, whether deliberately or unwittingly, will certainly most likely fall back to the same practices that encourage and promote systemic racism within their respective workplaces.

It’s just not enough to simply publish statements on social media expressing support and solidarity for black people.

It’s just not enough to only do that with is legal; legal does not equate to justice. It’s just not enough to simply have a diversity and inclusion policy in order to meet legislation requirements and never proactively follow through its implementation.

It’s just not enough to use diversity and inclusion policies to simply hire black people at your organisation but yet fail to establish environments where they feel included, valued, and a part of.

Systemic/structural racism often flies ever so carefully under the radar of the legal framework. It’s human, it’s culture, it’s society, it’s prejudice, it’s hurting black people; and these include your black colleagues at work.

Black lives matter does not attempt to minimize, diminish, or lessen the value of any other life. Of course, we all know that all lives matter. Black lives do not matter more than any other life, and they certainly do not matter less than any other life. What Black lives matter simply says is that BLACK LIVES MATTER EQUALLY AND SHOULD BE TREATED AS EQUAL TO ANY OTHER HUMAN LIFE!

We ask for no favours on the basis of the colour of our skin. All we ask of you is that you please get your knee off our necks.

Are the protests and unrests unfolding in several countries and regions around the world prompting you; as a leader; to reappraise your organisation’s policies, inherent silence culture, and lack of actions against racism?

Does your organization conduct recruitment campaigns at colleges and universities? If yes, what percent of people you decide to hire through such drives are people of colour?

Does your organization have racial diversity in its boardroom and executive leadership team? Clearly, the operative key-phrase here is “racial diversity”.

Whilst concerted efforts to hire more white females into senior positions within your organization; so that you could place a checkmark in the “diversity” checkbox; is all well and good, it is not racial diversity and you certainly do know that already. Where, for example, does the better-qualified, well-trained, and well-experienced professional woman of colour fit into this somewhat askew strategy?

Societal and organizational change does not happen overnight. We can’t wait for institutions to change. We must start it ourselves, as individuals, by taking a deep and honest look within ourselves to discover our own biases and moral conflicts.
— Ralph de la Vega, Former Vice Chairman, AT&T Inc

Does your organization have a diversity & inclusion advisory board, headed by a person of colour?

Does your organization organize and deliver regular organization-wide training on racial diversity, (implicit and explicit forms of) racism, and micro-aggressions?

Do you recognize and acknowledge that implicit racial biases may exist in the hiring practices within your organization?

Are you willing and prepared to be a proactive catalyst for the critical change so urgently needed to address systemic racism that is affecting every fabric of our society, even much so within your organization?

Sometimes you have to state simple obvious truths to remind those who have lost sight of them.
— Mark Simos

Yes, I certainly do agree that these are difficult questions to answer, and they sometimes cause unease when raised amongst peers. But these are just some of the questions that we all need to honestly and resolutely answer, if we want to see change happen.

If you don’t see colour, you don’t see me. And if you don’t see me, you cannot possibly see the abuse I get because of the colour of my skin.
— Dr Shola Mos-Shogbamimu

We’ve all read stories and watched video clips wherein Amy Cooper, the head of Insurance Investments department at Franklin Templeton, demonstrated blatant racism against a bird-watcher in Central Park, New York.

Following our internal review of the incident in Central Park yesterday, we have made the decision to terminate the employee involved, effective immediately. We do not tolerate racism of any kind at Franklin Templeton.
— Franklin Templeton (@FTI_US) May 26, 2020

It’s good to learn that Amy Cooper was fired by her employers on the grounds of racism, after they had carried out their internal review of the event.

Could you possibly imagine the adverse impacts she could possibly have had on people of colour who had to report to her at work?

Unfortunately, there are quite a few more heads of departments, senior managers, and supervisors; just like Amy Cooper; who demonstrate either implicit or explicit racism at their respective organizations.

How would you respond to similar matters if and when such matters are brought to your attention at your workplace?

As a true leader, you cannot express solidarity for the #BlackLivesMatter movement and yet refuse to take objective and necessary actions when there are reports of racism in your organization.

As a true leader, this is your chance to make the needed change within your organization and, by extension, in the society as well. Solidarity messages are all well and good, but now is the time to take actions.

solidarity against racism

Conversations and decisions about racial diversity in the boardroom and in the executive leadership team meetings in your organization should no longer be parenthetical.

As a true leader, you must get truly involved and engaged in the fight against racism and discrimination against people of colour.

As a true leader, you must take firm actions that go above and beyond marketing gimmicks, social media fevers, pretend-empathy, and superficial compassion.

We are all counting on you!

The most difficult people to wake up from sleep are those pretending to be asleep.
— African Wisdom

References:

May 3 2020

Crisis and Opportunity: How Coronavirus Accelerates Digital Transformation

Raphael Iloh Business Strategy, Crisis Management, Leadership, Risk Management, Security Strategy change management, changemanagement, cio, ciso, coronavirus, coronavirus pandemic, covid19, covid19 pandemic, crisis management, crisismanagement, cto, digital transformation, digitalization, digitaltransformation, infosecurity, lead, leadership, LeadershipThroughChange, network, networksecurity, remotework, remoteworking, resilience, riskmanagement, security, teamcollaboration, virtualteams, vulnerability 0

The global crisis brought on by the coronavirus (COVID-19) pandemic has profoundly affected (and still affecting) us in several ways; it’s claimed several lives around the world, affected our various ways of life, and has put several businesses and organisations at risk of going bust.

But, perhaps equally important, the COVID-19 crisis has significantly influenced the different ways we do business and interact with clients, customers, partners, and each other. It has brought about some long and rather hard decisions.

In several cases around the world, the crisis has suddenly upended how businesses and organisations do business. Several businesses and organisations have had to make very tough decisions regarding matters like close doors till further notice, which & how many employees to furlough, allow some employees to work from home, and digitally transform how to continue to delivering quality products and services to customers.

It turned out I was wrong [about investing in American, Delta, United, and Southwest]… Our airline position was a mistake… The airline business, and I may be wrong, and I hope I’m wrong, changed in a very major way [due to the coronavirus global crisis],
— Warren Buffett, chairman and CEO of Berkshire Hathaway

When Warren Buffett, the fourth-wealthiest person in the world, dumps his entire stake in the airline industry, what do you make of that? Perhaps very significant change is yet upon us due to the coronavirus crisis?

warren buffett

It still remains unclear how long the widespread effects of the COVID-19 crisis will last. But one thing we all seem to agree on is that the COVID-19 crisis will most certainly have severe impacts on several businesses and organisations for some years to come.

Necessity? What necessity?

The extraordinary lockdown measures put in place in several countries by their respective national governments, in efforts to combat the pandemic, meant that schools were closed, live events were cancelled, large gatherings in public places were stopped, commercial flights were cancelled, several offices and workplaces were shut.

Invariably, therefore, it has become imperative and necessary that many businesses and organisations; however ill-prepared they were for the crisis; have had to allow their employees to work from home, using whatever technology devices, tools, and networks are available to them, in order to continue business operations as much and as effectively as is possible.

Remote working (i.e. teleworking) and digital living have become the new norm, and are nearly most certainly here to stay. These disruptions are likely to have lasting effects on how we do business and how we learn, well after the crisis is over and things return to the new normal.

The [coronavirus] outbreak will accelerate digital revolution… Businesses that were probably hesitant to move forward on digital because things were going reasonably well and they didn’t really want to disrupt things, that’s now out of the window.
— Sir Martin Sorrell

A well-executed digital transformation would help your business or organisation adapt quickly, better, and more effectively. It would make the transition smoother, more effective, more enjoyable, and more rewarding.

Yes, it appears that the COVID-19 crisis may have repositioned digital transformation programs and efforts as top priorities for businesses and organisations that want to thrive post-coronavirus pandemic.

Establishing governance and priorities for digital transformation

Despite all great efforts and intents, several digital transformation programs still fail. Some of the biggest digital transformation disaster stories in the world include stories of GE, Ford and P&G, which were reported to have collectively wasted US$900 billion on failed digital transformation initiatives.

Perhaps, the biggest digital transformation disaster in the UK, so far, was the failed BBC Digital Media Initiative (DMI) transformation program that cost £100 million (about US$125 million).

The truth is, people aren’t the problem; it’s the organisation’s failure to communicate effectively with its people that sets them up for digital transformation trouble from the start.
— Keith Kitani

This is why an effective digital transformation strategy must include; amongst several other key factors like effective communication, periodic business case review, and effective risk management; both an effective programme governance and an equally effective corporate governance.

digital transformation

On the priority front, as businesses gradually come out lockdown measures and seek out quick competitive edge and low-hanging apples, they would most likely favour “viable and promising” small changes – that will improve efficiency and offer effective business continuity – over larger and overreaching programs take the backburner.

Digital [transformation] is very iterative; there is nothing right first time, right first time does not exist. It’s learning-driven, you do something, you learn and then you refine and do it again.
— Nitin Seth

Then there is a plethora of security concerns and risks to identify, assess, mitigate against, and/or manage as ongoing concerns.

Such security concerns include cybersecurity, information security, safety and integrity of corporate laptops and mobiles devices issued to employees who regularly work remotely, the increasing costs of elastic cloud capacities and use of cloud Software as a Service (SaaS) products and services, and securing of corporate networks and communications between employees working remotely and clients, customers, and possibly other employees located elsewhere.

We are in uncertain times, but with the increase of remote working and a collaborative approach, companies are turning to digital channels and embracing the transformation.
— Scott Jones, CEO of 123 Internet Group

In conclusion…

The COVID-19 global crisis has challenged and tested the strength, preparedness, and resilience of even the biggest and most successful businesses and organisations around the world.

There’s nearly most certainly a culture shift that’s expected to hit our corporate, economic, and social lifestyles when lockdown restrictions are eventually lifted and life gradually returns to the new normal.

The Chinese use two brush strokes to write the word ‘crisis.’ One brush stroke stands for danger; the other for opportunity. In a crisis, be aware of the danger but recognise the opportunity.
— John F. Kennedy

Terrible as it may sound, crises like the COVID-19 crisis nearly always seem to be the harbingers of some great opportunities for growth, expansion, and diversification. And at times like these, a well implemented digital transformation becomes a key-enabling factor and one of many keys that could help unlock the new frontier.

A successful digital transformation; just like an effective risk management; has to be an integral part of the culture and mantra at your business or organisation.

Lots of businesses and organisations seem to think of digital transformation as a program or a collection of projects. That’s a rather very poorly-informed perception.

Your corporate culture and values; which include your digital transformation initiatives; are not destinations but a continuously evolving and improving journey wherein each evolution is expected to deliver better outcomes and desired results.

lead organisation back after coronavirus pandemic

April 22 2020

7 Effective Tips to Lead Your Organisation Back to Normal After Coronavirus

Raphael Iloh Business Strategy, Crisis Management, Leadership, Risk Management, Security Risks change management, changemanagement, cio, ciso, coronavirus, coronavirus pandemic, covid19, covid19 pandemic, covidkindness, crisis management, crisismanagement, cto, infosecurity, lead, leadership, LeadershipThroughChange, network, networksecurity, organisation, remotework, remoteworking, resilience, riskmanagement, security, teamcollaboration, telework, TrustNoDevice, TrustNoFile, virtualteams, vpn, vulnerability, wfh, workingfromhome 0

There are some early signs across countries and regions around the world that the coronavirus (COVID-19) outbreak is perhaps coming under reasonable control.

The harshest of all lockdowns, imposed on the city of Wuhan in China; the centre of the global outbreak; have now been lifted by the Chinese government, allowing flights and train services in and out of the city.

In Germany, the national government has slowly and cautiously eased lockdown measures; allowing bookshops, florists, fashion stores, and some other small shops to reopen.

In the UK, the national government has indicated that there are possible chances that lockdown restrictions could be slowly and gradually relaxed starting mid-May.

In Sweden, the national government chose not to enforce lockdown. Instead, it adopted a strategy to advise Swedes to adopt reasonable social distancing practice. Swedes officials claim that COVID-19 infection in the country is stabilising; though the adopted strategy may have backfired as the country records its highest daily coronavirus death toll of 185 yesterday.

As the total number of COVID-19 cases generally starts to drop globally, the number of recoveries continues to rise, and the COVID-19 pandemic curve is flattening in several countries and regions, this would be a very good time for leaders to identify, assess, and make decisions on processes, procedures, resources, and actions that could help shape the future of their businesses and organisations in the post-coronavirus era and beyond.

After a crisis you need to get back to normal, and that can be tricky.
— Charlotte Insinger

I’d previously discussed tips on how to effectively lead your team, business, and organisation during the COVID-19 pandemic.

In this article, I thought it would be useful to discuss some tips on how to effectively lead your business or organisation after the COVID-19 crisis:

Apply security patches & updates across your enterprise
Several of your employees would have taken some business equipment home with them, so that they could continue to effectively and efficiently work from home during the lockdown.
As people return to work, they bring their respective devices (laptops, mobile phones, tablets, and even virtual environments) back to work with them, and would simply connect these endpoints to your corporate network.
This scenario could quite easily be the harbinger of a terrible nightmare for your business; a potentially critical risk that you’d need to effectively mitigate against.
With a good enterprise-level patch manager, all devices and systems connected to your entire network can be scanned, missing security patches and updates detected (for applications and operating systems), and relevant/appropriate patches/updates applied accordingly, as defined in your policies.
Strict compliance with your IT policies and procedures should be required here.
But be very careful and thorough! A poorly configured patches or updates applied across your network could cause severe disruptions and possibly failures to your business operations.
Stay connected to your stakeholders (not just shareholders)
As I’d previously mentioned, one of the core competencies of a trusted leader during a crisis is building an atmosphere of trust and confidence. The same rule applies after a crisis.
Often when you think you’re at the end of something, you’re at the beginning of something else.
— Fred Rogers
As we approach the tail-end of the Response Phase of the coronavirus crisis, now would be a good time to proactively kick-off planning activities and actions for the next phase – the Recovery Phase (and I dare say, the Building Phase?).
Building strong and mutually-respected relationships with your suppliers, your employees, your investors, your clients, your distributors, and every person or entity within your cycle of business operations.
Miscommunication is the root of a lot of trouble. You need someone who communicates well, and who also understands the issues.
— Peter Wakkie
Establish sound communication strategies for how to relay what your business plans to do next, how you plan to execute the plans, what objectives your plans aim to achieve, what/who you need to help make the plans successful, and when you need all these pieces to start coming together.
You need to send forth relevant, appropriate and timely messages, and also be willing to listen and follow through with key conversations; keep communication and consultation channels open & active.
Collaborate, co-operate, and communicate more often, with clarity and purpose.
At a time like this, over-communicate is overrated!
Have a Remote Work (i.e. telework) policy and procedures in place
With lockdown measures in place in several countries and regions, a very large number of people were compelled to work from home, work remotely, or telework.
It’s reasonable to say that such working practice was new to several businesses, and took many other businesses and organisations by surprise; without an established telework policy and procedures; or best practices; in place.
Allowing employees to telework during the COVID-19 pandemic has been a learning point for lots of businesses and organisations. And the practice is here to stay.
Therefore, establishing fitting telework policy and procedures; that are build on best practices and allow for increased job flexibility for your employees; should be on your to-do list.
A Crisis Management Plan is not an Incident Response Plan
There have been some quite heated debates amongst leaders on whether a crisis management plan is the same as an incident response plan.
Yes, of course, a crisis is an incident. But an incident management plan is not necessarily a crisis management plan.
One could argue that a crisis management plan is a seamless and well-blended combo of an incident management plan, a disaster recovery plan, a business continuity plan, and, to some extent, a risk management plan. But it’s certainly not one without the others.
In several businesses and organisations, certain critical services; e.g. Finance services, IT services; are always expected (or assumed) to be available regardless of emergencies, crisis situations, or limited resources. This very objective forms a key part of the holistic plans (i.e. CM, IM, DR, BC, and RM plans).
I’d say that it is best practice to have a crisis management plan in place; alongside the other important plans that support effective and smooth critical business operations.
Perhaps you need to implement ISO-22301 Guidelines within your organisation?
ISO 22301 is applicable to all organizations, regardless of size, industry or nature of business. It is also relevant to certification and regulatory bodies as it enables them to assess an organization’s ability to meet its legal or regulatory requirements.
— International Organization for Standardization
Leverage relevant and applicable Coronavirus Relief Scheme
Several national and regional governments have established schemes to help businesses and organisations; of different sizes and in various sectors; survive the impact of the coronavirus outbreak.
These schemes, or variations thereof, already exist in several countries including the US, the UK, Germany, France, and Canada.
If you’re a small business; or if your business or organisation satisfies set-out criteria; it may be useful to leverage aids and assistance available under applicable scheme.
Have a two-tier board system in place
Does your business or organisation need a supervisory board?
A supervisory board is made up of non-executive directors that work very closely with (and assist) the executive directors to help ensure key business objectives/policies are tracked from inception to execution, by providing timely and invaluable advice.
Non-executive directors who don’t see the crisis coming; that is a crisis in itself.
— Willem Stevens
Both the executive board and the supervisory board form what’s called the two-tier board system. Of course, the executive board should always be in charge, and fully accountable for enterprise-level decisions and outcomes.
If all goes well, the board and non-executive directors form a kind of one-tier board during a crisis situation, in which non-executive directors get different responsibilities…. This changes nothing in the role of a non-executive director as such; that will always be to give advice, to test and approve.
— Charlotte Insinger
Know your lemons from your oranges
In the midst of all there is to do, it probably easy to inadvertently take your eyes off the ball, particularly, regarding quite a few other important matters like regulatory and compliance requirements, and increased malicious cyber activities that stem from the COVID-19 crisis.
At times like these, matters such as these may not necessarily be on top of your to-do list.
Getting your business back on winning ways with innovative and well-planned and executed strategies is very important.
But these matters should certainly be somewhere on your priority list, because they are important and could quite easily make situations worse if and when they ever go wrong.

Right now, lockdown measures in your location may have been lifted, are about to be lifted, or not even planned to be lifted very soon.

But the fact remains that these measures will eventually be lifted, and life would gradually return to normal.

So, at the end, all businesses and organisations must be ready for the imminent change.

And, with the right set of plans and actions, you and your team can be confident that you’re all prepared and setup for success in the new order.

Our research shows that three of the four qualities of a great business leader are largely intuitive: (1) sets vision and strategy; (2) drives growth; and (3) displays financial acumen. The fourth is managing crises. [This fourth quality] is underappreciated, overlooked, and often not even one of the top requirements – until a crisis hits.
— Gary Burnison, CEO, Korn Ferry

Are there some other insightful and important tips you’d like to add? Share your thoughts and views.

Stay safe. Stay productive. Lead your team from the front. Lead your team to the next phase.

Leadership

Understanding the Metaverse: Unravelling the Infinite

Cybersecurity Challenges and Risks in the Metaverse

Cybersecurity Solutions for the Metaverse: Thriving amidst Adversity

Cybersecurity Opportunities in the Metaverse

Final thoughts

Understanding False Assurance

Causes of False Assurance

Implications of False Assurance

Mitigating False Assurance

Closing thoughts

Further reading

Define your vision and strategy for cybersecurity

Build your team and empower them

Develop policies, standards, and procedures for cybersecurity

Implement controls and measures for cybersecurity

Review risks and opportunities for cybersecurity

Engage stakeholders and partners for cybersecurity

Final thoughts

Further reading

The Role of Leadership in Cybersecurity Governance

Understanding the Complex Challenges

Conclusion

A holistic approach to C-SCRM

Generative AI for C-SCRM

A reinforced and sturdy C-SCRM

Conclusion

What’s Cybersecurity Supply Chain Risk Management?

How to Mitigate C-SCRM Risks?

Conclusion

Understanding Artificial Intelligence in Healthcare

Applications of AI in Healthcare

Benefits of AI in Healthcare

Conclusion:

References:

Necessity? What necessity?

Establishing governance and priorities for digital transformation

In conclusion…

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