I hope I’ve helped my colleagues look at cybersecurity from a much wider perspective. There’s no other way.
It seems to me that my role here has become a pivotal business function during the last year. I’m now having conversations that impact core business outcomes. Why? Because the organization now understands the threats to its survival posed by both internal behavior (lax procedures etc.) and unforeseen external threats.
I’m so encouraged by the board’s willingness to take a more integrated approach to security. A year ago, colleagues from compliance, IT and operations only came together in times of crisis. Now, there are regular status meetings and wider cooperation. All parties now realize the need to share information and data. Compliance, risk, fraud and cybersecurity data have been pooled to provide a more holistic view of threats and risks.
I feel that the business has also begun to understand that there is no silver bullet for data security risks, and for cybersecurity risks in particular. The best form of defense is a multi-pronged and varied approach.
The increasing sophistication of cyberattacks means we will never be truly bulletproof, but if I can keep us ahead of the cybersecurity curve, I can make this organization safer than most of our competitors.
I have averted more than seven malicious attacks in the last twelve months. Those that did make it past our defenses were suppressed within hours, and before any real damage could occur.
I’d considered the option of an in-house cybersecurity resource, but the right skillsets are hard to hire ― and they can be expensive. Staying best-of-breed is a big commitment, and it’s one I have only met with the highest levels of expertise and support. That’s where Capgemini has proven invaluable.
Here’s to the next 12 months…