Software Engineering Institute

Executives are inundated with an abundance of cyber threat intelligence from several sources, but what does it all mean?  How this information is conveyed to them matters. Too much or too little data has the same effect, sub-optimal decision making that does not allow executives to make choices that posture the organization for the future and can become costly over time. How can leaders use tools systems that are at their disposal to prevent, anticipate, or mitigate the next cyber-attack from an evolving actor? Could data analytics or threat intelligence have prevented stock values from being affected?

C-Suite executives must calculate the cyber risks to their companies and justify their return on investment when looking to employ expensive cybersecurity ecosystems. Government leaders need to understand the threats to the USG from adversaries and have the task of defending against and proactively posturing the nation to be successful against future cyber-attack. Learn how to anticipate the right questions and convey the right information to executives through case studies that highlight the power of what cyber threat intelligence can do to drive executive decision making. Examples of this play out in both the private and government spheres where time is of the essence and questions surrounding attribution, liability, potential repercussions and mitigation force executives to make challenging decisions that could affect company reputation or impact policy considerations.