There is no single benchmark that assesses whether TI makes an
eff ective contribution to cyber defence strategies. Neither are there regulatory compliances that organisations must adhere to. However, some surveys have made attempts to fi nd out from practitioners the extent to which they think TI is worth the eff ort when it comes to measuring its eff ectiveness. Eighty-two percent of survey respondent organisations confi rm that they defi nitely fi nd value in it, with 17% not being sure of how to answer the question, and fewer than 1% of respondents stated that TI ‘did not improve their security and response eff orts’. However, only 4% of the SANS survey respondents had processes in place to measure TI eff ectiveness. But at its most successful, TI’s value quotient extends to business
owners further down the corporate hierarchy. ‘With cyber security at the top of the agenda in many boardrooms, organisations require access to bespoke strategic insights that will inform [enterprise] leaders of the most salient threats their organisation faces,’ reports EY’s briefi ng paper, How Do You Find the Criminals Before They Commit the Cybercrime? (2019). TI can empower stakeholders, the paper suggests, ‘with an informed perspective on how cyber threats are relevant to their areas of responsibility’. Indeed, EY suggests that CTI will help to enable organisations to
leverage next-generation security concepts, such as Modelling and Active Defence, working in concert with advanced countermeasure operations. The aim will be to develop repeatable processes that are eff ective for all organisations in transitioning from a reactive security posture to a proactive approach. Organisations will better appreciate the need to understand their own business environment at a much deeper level in order to achieve this.
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