The lack of female cybersecurity professionals, for
example, has had a major impact on the talent shortage. “Within their own organisations, cybersecurity executives must work to create a welcoming environment,” she says. This could include ensuring unbiased recruitment processes, equal opportunities for career progression, mentoring and inclusion training across the business. Beyond the walls of their organisations, leaders can contribute by mentoring or sharing their knowledge with students and communities. “When it comes to upskilling, businesses should
look to provide safe spaces, such as research and development (R&D) labs, where people have room to fail and test new ideas. This encourages innovation and will retain current employees as well as attract new, hungry talent.”
THE KEY TO TECHNOLOGY RESILIENCE IN ORGANISATIONS It is this combination of investment in technology with investment in training that is the key to safeguarding your organisation and making it truly resilient, says Daniel Shore, social-behavioural scientist and the co- founder of MultiTeam Solutions. “When it comes to resilience, we cannot forget that
people operate these technologies and are integral to successfully protecting them,” he says. “This means teams’ resiliency relies on human preparedness for new and evolving threats. “There are two sides to this coin: one side is having
teams work together proactively in advance of these types of crises so that they can better collaborate when such a time comes. The other side is focusing on positive mental wellbeing initiatives for individuals to ensure leaders and teams feel confident and have the capacity to work through such crises together. Mental health must be a core consideration of any cybersecurity team, not an afterthought.” He argues that it is important that clear action is
taken while there is a high level of attention. “Being part of the solution means heeding the warnings, allocating resources, assessing and measuring
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the state of individual and organisational wellbeing, and investing in training that is human-centred. Collectively, this will prepare people for worst-case scenarios and ensure teams are ready to react to crises.” Dafydd Vaughan, CTO at Public Digital and co-
founder of the UK Government Digital Service, says it is essential that businesses design and build their infrastructure with resilience and security in mind. “That means taking actions such as segmenting
IT networks into smaller pieces and moving to a ‘zero trust’ model of security,” he says. “It also means having clear lines of communication, incident response and escalation across the whole business – particularly where teams are spread across different time zones. “When done right, businesses can limit and contain
their exposure to large-scale issues and give themselves time to respond when they do occur,” he says. “Organisations that have made this change were largely unaffected by the recent CrowdStrike outage or were able to recover very quickly. These sorts of issues will happen again and organisations need to be prepared for it.” James McQuiggan, security awareness advocate
at KnowBe4, says the recent CrowdStrike incident provided the opportunity for organisations to see and understand the importance of team collaboration and the impact of cloud and cybersecurity technologies. “Additionally, it demonstrated that organisations
need robust strategies to implement updates and maintain operations,” he says. “Investing in leading-edge technologies and continuous employee development are both essential.” He says that implementing threat intelligence
programmes can help prepare IT and cybersecurity teams to handle any conceivable attack. This includes recognising the unique risks associated with different industries, geographical regions and the specific technologies employed. “While no one saw the CrowdStrike incident coming,
this is the second time an anti-malware company has disrupted society with updates that damaged operating systems and infrastructure of hundreds of organisations,” he says.
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