Is your organisation primarily using a traffic light system (red, amber, green) to manage cyber risk? You could be overlooking a crucial dimension of risk management.
As UK retailers made the press in a series of cyber-related incidents a familiar question surfaced again from colleagues - “Do we have a summary of key themes we can share with clients to support cyber conversations?”
CRQ can’t remain a pilot forever. To drive meaningful, repeatable value, it needs to mature into a business capability: trusted, embedded, and regularly informing decisions.
Before a single scenario is modelled or a number estimated, one of first challenges in adopting cyber risk quantification (CRQ) is simply persuading stakeholders it's worth doing.
In this article, I’ll share six working principles I’ve found essential for embedding CRQ in a way that sticks — not just as a project, but as a true business capability.
For all the energy that organisations invest in CRQ, a frustrating truth remains: many results don't actually lead to better decisions. Quantification is a powerful tool. But like any tool, its value lies in how it’s used.
The digital landscape continues to evolve at an unprecedented rate, bringing forth new challenges and amplifying the urgency for robust cybersecurity measures.
Worst case sets a practical limit on what should be spent to manage/mitigate risk, most likely is what you should expect to occur, while ALE tells you how to do long-term financial planning or to think for (self) insurance.
The KPMG annual Cybersecurity considerations report identifies eight key considerations that CISOs should prioritise in 2024 to help mitigate risk, drive business growth and build resilience.
Cyber Human Risk Management (HRM) is essential to cybersecurity culture, as the way people manage technology is the window through which threat actors can infiltrate organisations.
