('blog',0,88,764,'en',0,'<p><strong>On July 19, 2024 a Single Software Update was able to create IT Chaos Across the Entire World</strong></p><p>A faulty CrowdStrike channel file 291 software update to their Falcon End Point Threat Data file (Detection and Response endpoint device software) impacted (crashed) 9+ million computers. This created an immediate global IT outage affecting airlines, media outlets, banks, retailers and other organizations that use Microsoft Windows operating systems.</p><p><strong>“Largest IT Outage in History”</strong></p><p>The World Economic Forum is reporting this as possibly the “largest IT outage in history”, revealing the vulnerability and interconnections of <em>Complex Digital Systems</em>. This follows the continuing clean up and losses due to the Change Healthcare cyber attack which occurred on February 19th, 2024, with $6.87 billion in total losses expected (including equity loss, legal fees, regulatory fines, class action claims, PR expenses, notification costs and other expenses).</p><p>It is being reported that:&nbsp;<meta charset=\"utf-8\"><meta name=\"viewport\" content=\"width=device-width, initial-scale=1\"><title>Global Microsoft-CrowdStrike Outage Impact</title></p><ul><li>5+ million computers have been impacted.</li><li>Fortune 500 expect $5.4 billion in direct cost impacts.</li><li>Cyber Insurers expect to pay out $1.5 billion in claims.</li><li>Delta, America\'s second biggest airline, canceled 5,000 flights, disrupting travel for millions.</li><li>CrowdStrike’s cyber security services are used by 298 of the Fortune 500 companies, 538 of the Fortune 1000 companies, and 8 out of 10 of the top financial firms.</li><li>163 companies have been directly impacted by this outage hosted on Microsoft cloud services. (a full list of these companies can be found at <a href=\"https://www.techbusinessnews.com.au/news/list-of-companies-affected-by-the-microsoft-crowdstrike-outage/\">List Of Companies Affected By The Global Microsoft-Crowdstrike Outage - Tech Business News</a>) This does not include the companies impacted which host their own servers or who use other cloud services and CrowdStrike Falcon endpoint detection and response services.</li><li>At least one putative class action lawsuit from investors arguing they were misled by the company and told its technology was \"validated, tested and certified\" before a faulty update triggered a global IT outage.</li></ul><p><em><strong>“We got a taste of what a global cyberattack would look like.”</strong></em></p><p>Ian Thornton-Trump, CISO at Cyjax has commented:</p><p>\"We learned a valuable lesson about the fragility of our infrastructure,\" Thornton-Trump said.<strong> \"We also learned how dangerous - we got a taste of what a global cyberattack would look like</strong> … I feel like we are at one of those inflection moments.\"</p><p>As reported by Reach Chase DiFeliciantonio in the San Franciso Chronicle:</p><p><em>CrowdStrike’s widespread deployment across industry and government itself reflect a kind of critical security flaw, said Professor Ahmed Banafa at San Jose State University, who teaches courses on computer networking, operating systems, and cybersecurity. Friday’s incident appears to have been human error, “But what if this (had been) done intentionally?” he said.</em></p><p><em>“If you can bring millions of computers down, that is a single point of failure,” Banafa added. “I think Microsoft is really going to think about their relationship with CrowdStrike given what happened today.”</em></p><p><strong>Global IT Supply Chain Implications and Impacts</strong></p><p>Interros, a Supply Chain Risk Intelligence Company, in their CrowdStrike Outage Analysis reports:</p><p><em>CrowdStrike was involved in a global IT outage that has<strong> highlighted the vulnerability of interconnected global supply chains. The outage impacted 674,620 direct customer relationships of CrowdStrike and Microsoft, and over 49 million indirectly,</strong> according to Interros data. While the U.S. was the most affected country, with 41% of impacted entities, the disruption was also felt at major ports and air freight hubs in Europe and Asia. Ports from New York to Los Angeles and Rotterdam reported temporary shutdowns, while air freight suffered the hardest blow, with thousands of flights grounded or delayed. The outage exacerbates existing supply chain challenges amid rising global demand and freight prices, highlighting the potential long-term implications for global trade and finance.</em></p><p><em>Interros analyzed the extended supply chains of both CrowdStrike and Microsoft, whose Microsoft 365 systems were disrupted as part of a CrowdStrike update, leading to outages for Microsoft users across the world. When examining the direct customer relationships (Tier 1) of both Microsoft and CrowdStrike, Interros was able to identify 674,620 customer relationships.&nbsp;<strong> When expanding the scope of impact to include the customers of Microsoft and CrowdStrike’s customers (Tier 2), the number of customer relationships identified by Interros data grows to over 28 million, and when going one step further (Tier 3), that figure to over 49 million customer relationships.</strong></em></p><p><strong>Root Cause?</strong></p><p>There is ample reporting by CrowdStrike and the media as to the root cause of this cyber event being a bug / failure in CrowdStrike’s automated software testing which did not “catch” the software “bug” in their channel file 291 software update to their Falcon End Point Threat Data file (Detection and Response endpoint device software).</p><p><strong>REALLY?</strong></p><p>&nbsp;</p><p>A more discerning view should be asking these questions of CrowdStrike:</p><ul><li>As a prime top tier global supplier of cyber security services, why do you and did you push out a global patch to all your customers at the exact same instant?</li><li>Why did you not test your patch on target safe zone environments prior to pushing it out?</li><li>Why did you not push this update / patch out to you customers incrementally as a best practice, to minimize the potential impacts in the event of such a failure as this?</li><li>What are and where were your governance and controls for software quality test and assurance?</li></ul><p>A more discerning view should be asking these questions of customers of CrowdStrike:</p><ul><li>As a customer of CrowdStrike, why do you allow a third party to auto-push a patch directly onto your production operations servers?</li><li>Why do you not test third party software patches in a safe zone prior to widespread software update / patch deployment?</li><li>What are and where were your governance and controls for software quality test and assurance?</li></ul><p>&nbsp;</p><p>&nbsp;</p><p><strong>Security focusing only on Design aspects of Complex Systems will ensure Cyber Insecurity</strong></p><p>In my last post I commented that digital systems do not stand alone as technology systems only. As soon as we deploy technology, the technology enters the realm of becoming a system, interconnecting, and interacting with other systems with which our business operates. These systems and interconnections extend throughout our organizations, as well as throughout out our Ter 1 extended customer and supplier interconnections, our Tier 2 extended customer and supplier interconnections, our Tier 3 extended customer and suppler interconnections, and so on.</p><p>These business systems are comprised of benevolent technology, people, and processes interconnecting our business with our customers and suppliers, as well as the shared open systems we use, such as the world wide web and internet. Unfortunately, bad actors also use the open and shared internet and world wide web systems with the sole purpose to compromise our business operations. So, … focusing only on the secure design of technology products is not enough to Secure our Businesses by Design.</p><p>&nbsp;</p><p><strong>Cyber Events of minor and / or catastrophic consequences can also be triggered by non-bad actors from anywhere within our extended customer and supplier chains.</strong></p><p>The very nature of the complex interconnections of digital systems mandates that Security by Design requires that all aspects of security design and operations work in concert continually across all Tiers of our organization + customer + supplier chain. Any gaps, mistakes, or lack of attentiveness by those who use, support, or operate our systems, including those responsible for oversight and assurance, will guarantee a cybersecurity compromise, either by bad actors or by “own or customer or supplier” actors.</p><p>&nbsp;</p><img src=\"/sites/default/files/inline-images/Security%20by%20design%2012.png\" data-entity-uuid=\"2e2f4008-dba1-488b-baa4-8000d706ff93\" data-entity-type=\"file\" width=\"900\" height=\"884\" alt=\"security by design \"><p>&nbsp;</p><p><br><strong>Security by Design&nbsp;</strong></p><p>People / Process</p><p>People / Data</p><p>People / Technology</p><p>Process / People</p><p>Process / Data</p><p>Process / Technology</p><p>Technology / People</p><p>Technology / Data</p><p>Technology / Process</p><p>Data / Process</p><p>Data / People</p><p>Data / Technology</p><p>&nbsp;</p><p>&nbsp;</p><p><strong>Joseph F. Norton</strong> is a Risk, Security, and Crisis Management professional.</p><p>&nbsp;</p><p>He is a founding member and Qualified Technology Executive of the Digital Directors Network, Special Advisor for Risk and Cybersecurity to DivIHN, Chair of the Advisory Board with Next Era Transformation Group, and Chief Security Officer with APF Technologies.</p><p>&nbsp;</p><p>&nbsp;</p><p>He has served as Chief Security Officer, SVP at Atos, Chief Technology Officer and Head of Operations, SVP at Philips, Chief Technology Officer, SVP at Novartis, Executive-in-Residence with McKinsey &amp; Company, and Chief Technology Officer at McDonald’s. He has also held professional roles during his career with JPMorgan Bank, Oracle, Sybase and Grumman Aerospace Corporation, and the United States Navy.</p>','','full_html'),('blog',0,88,827,'en',0,'<p><strong>On July 19, 2024 a Single Software Update was able to create IT Chaos Across the Entire World</strong></p><p>A faulty CrowdStrike channel file 291 software update to their Falcon End Point Threat Data file (Detection and Response endpoint device software) impacted (crashed) 9+ million computers. This created an immediate global IT outage affecting airlines, media outlets, banks, retailers and other organizations that use Microsoft Windows operating systems.</p><p><strong>“Largest IT Outage in History”</strong></p><p>The World Economic Forum is reporting this as possibly the “largest IT outage in history”, revealing the vulnerability and interconnections of <em>Complex Digital Systems</em>. This follows the continuing clean up and losses due to the Change Healthcare cyber attack which occurred on February 19th, 2024, with $6.87 billion in total losses expected (including equity loss, legal fees, regulatory fines, class action claims, PR expenses, notification costs and other expenses).</p><p>It is being reported that:&nbsp;<meta charset=\"utf-8\"><meta name=\"viewport\" content=\"width=device-width, initial-scale=1\"><title>Global Microsoft-CrowdStrike Outage Impact</title></p><ul><li>5+ million computers have been impacted.</li><li>Fortune 500 expect $5.4 billion in direct cost impacts.</li><li>Cyber Insurers expect to pay out $1.5 billion in claims.</li><li>Delta, America\'s second biggest airline, canceled 5,000 flights, disrupting travel for millions.</li><li>CrowdStrike’s cyber security services are used by 298 of the Fortune 500 companies, 538 of the Fortune 1000 companies, and 8 out of 10 of the top financial firms.</li><li>163 companies have been directly impacted by this outage hosted on Microsoft cloud services. (a full list of these companies can be found at <a href=\"https://www.techbusinessnews.com.au/news/list-of-companies-affected-by-the-microsoft-crowdstrike-outage/\">List Of Companies Affected By The Global Microsoft-Crowdstrike Outage - Tech Business News</a>) This does not include the companies impacted which host their own servers or who use other cloud services and CrowdStrike Falcon endpoint detection and response services.</li><li>At least one putative class action lawsuit from investors arguing they were misled by the company and told its technology was \"validated, tested and certified\" before a faulty update triggered a global IT outage.</li></ul><p><em><strong>“We got a taste of what a global cyberattack would look like.”</strong></em></p><p>Ian Thornton-Trump, CISO at Cyjax has commented:</p><p>\"We learned a valuable lesson about the fragility of our infrastructure,\" Thornton-Trump said.<strong> \"We also learned how dangerous - we got a taste of what a global cyberattack would look like</strong> … I feel like we are at one of those inflection moments.\"</p><p>As reported by Reach Chase DiFeliciantonio in the San Franciso Chronicle:</p><p><em>CrowdStrike’s widespread deployment across industry and government itself reflect a kind of critical security flaw, said Professor Ahmed Banafa at San Jose State University, who teaches courses on computer networking, operating systems, and cybersecurity. Friday’s incident appears to have been human error, “But what if this (had been) done intentionally?” he said.</em></p><p><em>“If you can bring millions of computers down, that is a single point of failure,” Banafa added. “I think Microsoft is really going to think about their relationship with CrowdStrike given what happened today.”</em></p><p><strong>Global IT Supply Chain Implications and Impacts</strong></p><p>Interros, a Supply Chain Risk Intelligence Company, in their CrowdStrike Outage Analysis reports:</p><p><em>CrowdStrike was involved in a global IT outage that has<strong> highlighted the vulnerability of interconnected global supply chains. The outage impacted 674,620 direct customer relationships of CrowdStrike and Microsoft, and over 49 million indirectly,</strong> according to Interros data. While the U.S. was the most affected country, with 41% of impacted entities, the disruption was also felt at major ports and air freight hubs in Europe and Asia. Ports from New York to Los Angeles and Rotterdam reported temporary shutdowns, while air freight suffered the hardest blow, with thousands of flights grounded or delayed. The outage exacerbates existing supply chain challenges amid rising global demand and freight prices, highlighting the potential long-term implications for global trade and finance.</em></p><p><em>Interros analyzed the extended supply chains of both CrowdStrike and Microsoft, whose Microsoft 365 systems were disrupted as part of a CrowdStrike update, leading to outages for Microsoft users across the world. When examining the direct customer relationships (Tier 1) of both Microsoft and CrowdStrike, Interros was able to identify 674,620 customer relationships.&nbsp;<strong> When expanding the scope of impact to include the customers of Microsoft and CrowdStrike’s customers (Tier 2), the number of customer relationships identified by Interros data grows to over 28 million, and when going one step further (Tier 3), that figure to over 49 million customer relationships.</strong></em></p><p><strong>Root Cause?</strong></p><p>There is ample reporting by CrowdStrike and the media as to the root cause of this cyber event being a bug / failure in CrowdStrike’s automated software testing which did not “catch” the software “bug” in their channel file 291 software update to their Falcon End Point Threat Data file (Detection and Response endpoint device software).</p><p><strong>REALLY?</strong></p><p>&nbsp;</p><p>A more discerning view should be asking these questions of CrowdStrike:</p><ul><li>As a prime top tier global supplier of cyber security services, why do you and did you push out a global patch to all your customers at the exact same instant?</li><li>Why did you not test your patch on target safe zone environments prior to pushing it out?</li><li>Why did you not push this update / patch out to you customers incrementally as a best practice, to minimize the potential impacts in the event of such a failure as this?</li><li>What are and where were your governance and controls for software quality test and assurance?</li></ul><p>A more discerning view should be asking these questions of customers of CrowdStrike:</p><ul><li>As a customer of CrowdStrike, why do you allow a third party to auto-push a patch directly onto your production operations servers?</li><li>Why do you not test third party software patches in a safe zone prior to widespread software update / patch deployment?</li><li>What are and where were your governance and controls for software quality test and assurance?</li></ul><p>&nbsp;</p><p>&nbsp;</p><p><strong>Security focusing only on Design aspects of Complex Systems will ensure Cyber Insecurity</strong></p><p>In my last post I commented that digital systems do not stand alone as technology systems only. As soon as we deploy technology, the technology enters the realm of becoming a system, interconnecting, and interacting with other systems with which our business operates. These systems and interconnections extend throughout our organizations, as well as throughout out our Ter 1 extended customer and supplier interconnections, our Tier 2 extended customer and supplier interconnections, our Tier 3 extended customer and suppler interconnections, and so on.</p><p>These business systems are comprised of benevolent technology, people, and processes interconnecting our business with our customers and suppliers, as well as the shared open systems we use, such as the world wide web and internet. Unfortunately, bad actors also use the open and shared internet and world wide web systems with the sole purpose to compromise our business operations. So, … focusing only on the secure design of technology products is not enough to Secure our Businesses by Design.</p><p>&nbsp;</p><p><strong>Cyber Events of minor and / or catastrophic consequences can also be triggered by non-bad actors from anywhere within our extended customer and supplier chains.</strong></p><p>The very nature of the complex interconnections of digital systems mandates that Security by Design requires that all aspects of security design and operations work in concert continually across all Tiers of our organization + customer + supplier chain. Any gaps, mistakes, or lack of attentiveness by those who use, support, or operate our systems, including those responsible for oversight and assurance, will guarantee a cybersecurity compromise, either by bad actors or by “own or customer or supplier” actors.</p><p>&nbsp;</p><img src=\"/sites/default/files/inline-images/Security%20by%20design%2012.png\" data-entity-uuid=\"2e2f4008-dba1-488b-baa4-8000d706ff93\" data-entity-type=\"file\" alt=\"security by design \" width=\"900\" height=\"884\"><p>&nbsp;</p><p><br><strong>Security by Design&nbsp;</strong></p><p>People / Process</p><p>People / Data</p><p>People / Technology</p><p>Process / People</p><p>Process / Data</p><p>Process / Technology</p><p>Technology / People</p><p>Technology / Data</p><p>Technology / Process</p><p>Data / Process</p><p>Data / People</p><p>Data / Technology</p><p>&nbsp;</p><p>&nbsp;</p><p><strong>Joseph F. Norton</strong> is a Risk, Security, and Crisis Management professional.</p><p>&nbsp;</p><p>He is a founding member and Qualified Technology Executive of the Digital Directors Network, Special Advisor for Risk and Cybersecurity to DivIHN, Chair of the Advisory Board with Next Era Transformation Group, and Chief Security Officer with APF Technologies.</p><p>&nbsp;</p><p>&nbsp;</p><p>He has served as Chief Security Officer, SVP at Atos, Chief Technology Officer and Head of Operations, SVP at Philips, Chief Technology Officer, SVP at Novartis, Executive-in-Residence with McKinsey &amp; Company, and Chief Technology Officer at McDonald’s. He has also held professional roles during his career with JPMorgan Bank, Oracle, Sybase and Grumman Aerospace Corporation, and the United States Navy.</p>','','full_html'),('blog',0,89,222,'en',0,'<p>My blog posts here mostly focus on the complexity of systems supporting business operations, the complicating factors of our reliance on the internet for business communications and commerce, the extended risk and value chain of multiple layers of suppliers and customers engaged with our businesses, and the roles and methods of managing information security management in large and small interconnected businesses. <strong>Today I am going to focus narrowly on the role of the Chief Information Security Officer (CISO).</strong></p><p>I have been engaged in information technology for enough years to have witnessed the birth of the role of the Chief Information Security Officer. In the early days of my career, we did not have such a role in an IT organization. We had roles for Security Managers reporting to the Chief Information Officer (CIO) or Chief Technology Officer (CTO) and even lower in the hierarchy of Information Technology organizational structures. Indeed, I was once designated Security Manager for a large aerospace company back in the long-ago times of the 1980’s. In another stage of my career, I served as an SVP level Chief Security Officer for a large multi-national outsourcing firm with multiple CISOs and Security Officers (SOs) reporting to me. The reason I am turning to the CISO role today is that I recently read an article which declared that:</p><p><em><strong>“To put it bluntly, the CISO role is dead.”</strong></em></p><p>Quite a striking comment, especially if you hold a CISO title in an organization today. Normally when I include someone else’s words in one of my posts I include an attribution to that person as the source or author. In this case the article was attributed to an online forum for a for profit company, not an individual author, and I have chosen not to provide pro bono advertising.</p><p>When I read this comment, it really caught my attention.<strong> “The CISO role is dead” </strong>is a strong statement which resonates with what I am seeing and experiencing today in many organizations. Maybe the CISO role has outlived its purpose or is now facing a need to evolve.</p><p><em><strong>The threats and risks our businesses face today are at the highest level of systemic digital risk I have experienced in my +45 years in the Information Technology industry.</strong></em></p><p><em><strong>&amp;</strong></em></p><p><em><strong>Information Technology organizations no longer control all the information technology devices and systems in use in their organizations today.</strong></em></p><p>Maybe it is time for the CISO role to evolve or morph into something new, a role which truly addresses the need for a holistic approach to managing systemic information risk inherent in our complex digital systems. If so, what should this new role look like? Is it time to break out of the Information Technology organizational driven focus of Information Security and elevate a company’s focus on and treatment of Information Security Risk? Should this role be a part of an Information Technology function, or should it be part of a broader approach to managing business risk and reside elsewhere in a business organization?</p><p><em><strong>IT Risk = Business Risk</strong></em></p><p>If we accept that all IT risk is Business Risk, then we should logically accept that managing information risk should not reside solely within an information technology organization. Thus, I propose that two changes are needed to adequately address the inherent systemic risk in our complex digital systems. The first is a new role. The second is that the new role should not be placed inside the Information Technology organization.</p><p><strong>Digital Risk and Resilience Officer</strong></p><p>This role, Digital Risk and Resilience Officer (DRRO), should be part of a business’s Enterprise Risk Management (ERM) function and may or may not exist as the only senior role addressing information risk and security. I envision that many information Technology organizations may elect to maintain a traditional Chief Information Security Officer (CISO) role solely focused internally within the IT organization. If so, I suggest that the role should no longer be called a “Chief” role, but rather be titled as an Information Security Officer role. As many business organizations already embrace Enterprise Risk Management and have a senior leadership role for a Chief Risk Officer (CRO), I envision that the emerging DRRO role would report to the Chief Risk Officer and collaborate with both the CRO and the IT Information Security Officer (ISO). The Digital Risk and Resilience Officer role should represent a significant evolution in purpose, responsibility and vision for dealing with the threats and systemic risks our businesses now face every day.</p><p>I would encourage you all to think about the potential of a Digital Risk and Resilience Officer role and focus as an evolution needed in Information Security which will be more encompassing and vital to the success of your business’s future.</p><p>In my next bog post, I will expand on my thoughts concerning a Digital Risk and Resilience Officer role.</p><p>&nbsp;</p><p>&nbsp;</p><p><strong>Joseph F. Norton</strong> is a Risk, Security, and Crisis Management professional.</p><p>He is a founding member and Qualified Technology Executive of the Digital Directors Network, Special Advisor for Risk and Cybersecurity to DivIHN, Chair of the Advisory Board with Next Era Transformation Group, and Chief Security Officer with APF Technologies.</p><p>He has served as Chief Security Officer, SVP at Atos, Chief Technology Officer and Head of Operations, SVP at Philips, Chief Technology Officer, SVP at Novartis, Executive-in-Residence with McKinsey &amp; Company, and Chief Technology Officer at McDonald’s. He has also held professional roles during his career with JPMorgan Bank, Oracle, Sybase and Grumman Aerospace Corporation, and the United States Navy.</p>','','full_html'),('blog',0,89,233,'en',0,'<p>My blog posts here mostly focus on the complexity of systems supporting business operations, the complicating factors of our reliance on the internet for business communications and commerce, the extended risk and value chain of multiple layers of suppliers and customers engaged with our businesses, and the roles and methods of managing information security management in large and small interconnected businesses. <strong>Today I am going to focus narrowly on the role of the Chief Information Security Officer (CISO).</strong></p><p>I have been engaged in information technology for enough years to have witnessed the birth of the role of the Chief Information Security Officer. In the early days of my career, we did not have such a role in an IT organization. We had roles for Security Managers reporting to the Chief Information Officer (CIO) or Chief Technology Officer (CTO) and even lower in the hierarchy of Information Technology organizational structures. Indeed, I was once designated Security Manager for a large aerospace company back in the long-ago times of the 1980’s. In another stage of my career, I served as an SVP level Chief Security Officer for a large multi-national outsourcing firm with multiple CISOs and Security Officers (SOs) reporting to me. The reason I am turning to the CISO role today is that I recently read an article which declared that:</p><p><em><strong>“To put it bluntly, the CISO role is dead.”</strong></em></p><p>Quite a striking comment, especially if you hold a CISO title in an organization today. Normally when I include someone else’s words in one of my posts I include an attribution to that person as the source or author. In this case the article was attributed to an online forum for a for profit company, not an individual author, and I have chosen not to provide pro bono advertising.</p><p>When I read this comment, it really caught my attention.<strong> “The CISO role is dead” </strong>is a strong statement which resonates with what I am seeing and experiencing today in many organizations. Maybe the CISO role has outlived its purpose or is now facing a need to evolve.</p><p><em><strong>The threats and risks our businesses face today are at the highest level of systemic digital risk I have experienced in my +45 years in the Information Technology industry.</strong></em></p><p><em><strong>&amp;</strong></em></p><p><em><strong>Information Technology organizations no longer control all the information technology devices and systems in use in their organizations today.</strong></em></p><p>Maybe it is time for the CISO role to evolve or morph into something new, a role which truly addresses the need for a holistic approach to managing systemic information risk inherent in our complex digital systems. If so, what should this new role look like? Is it time to break out of the Information Technology organizational driven focus of Information Security and elevate a company’s focus on and treatment of Information Security Risk? Should this role be a part of an Information Technology function, or should it be part of a broader approach to managing business risk and reside elsewhere in a business organization?</p><p><em><strong>IT Risk = Business Risk</strong></em></p><p>If we accept that all IT risk is Business Risk, then we should logically accept that managing information risk should not reside solely within an information technology organization. Thus, I propose that two changes are needed to adequately address the inherent systemic risk in our complex digital systems. The first is a new role. The second is that the new role should not be placed inside the Information Technology organization.</p><p><strong>Digital Risk and Resilience Officer</strong></p><p>This role, Digital Risk and Resilience Officer (DRRO), should be part of a business’s Enterprise Risk Management (ERM) function and may or may not exist as the only senior role addressing information risk and security. I envision that many information Technology organizations may elect to maintain a traditional Chief Information Security Officer (CISO) role solely focused internally within the IT organization. If so, I suggest that the role should no longer be called a “Chief” role, but rather be titled as an Information Security Officer role. As many business organizations already embrace Enterprise Risk Management and have a senior leadership role for a Chief Risk Officer (CRO), I envision that the emerging DRRO role would report to the Chief Risk Officer and collaborate with both the CRO and the IT Information Security Officer (ISO). The Digital Risk and Resilience Officer role should represent a significant evolution in purpose, responsibility and vision for dealing with the threats and systemic risks our businesses now face every day.</p><p>I would encourage you all to think about the potential of a Digital Risk and Resilience Officer role and focus as an evolution needed in Information Security which will be more encompassing and vital to the success of your business’s future.</p><p>In my next bog post, I will expand on my thoughts concerning a Digital Risk and Resilience Officer role.</p><p>&nbsp;</p><p>&nbsp;</p><p><strong>Joseph F. Norton</strong> is a Risk, Security, and Crisis Management professional.</p><p>He is a founding member and Qualified Technology Executive of the Digital Directors Network, Special Advisor for Risk and Cybersecurity to DivIHN, Chair of the Advisory Board with Next Era Transformation Group, and Chief Security Officer with APF Technologies.</p><p>He has served as Chief Security Officer, SVP at Atos, Chief Technology Officer and Head of Operations, SVP at Philips, Chief Technology Officer, SVP at Novartis, Executive-in-Residence with McKinsey &amp; Company, and Chief Technology Officer at McDonald’s. He has also held professional roles during his career with JPMorgan Bank, Oracle, Sybase and Grumman Aerospace Corporation, and the United States Navy.</p>','','full_html'),('blog',0,89,407,'en',0,'<p>My blog posts here mostly focus on the complexity of systems supporting business operations, the complicating factors of our reliance on the internet for business communications and commerce, the extended risk and value chain of multiple layers of suppliers and customers engaged with our businesses, and the roles and methods of managing information security management in large and small interconnected businesses. <strong>Today I am going to focus narrowly on the role of the Chief Information Security Officer (CISO).</strong></p><p>I have been engaged in information technology for enough years to have witnessed the birth of the role of the Chief Information Security Officer. In the early days of my career, we did not have such a role in an IT organization. We had roles for Security Managers reporting to the Chief Information Officer (CIO) or Chief Technology Officer (CTO) and even lower in the hierarchy of Information Technology organizational structures. Indeed, I was once designated Security Manager for a large aerospace company back in the long-ago times of the 1980’s. In another stage of my career, I served as an SVP level Chief Security Officer for a large multi-national outsourcing firm with multiple CISOs and Security Officers (SOs) reporting to me. The reason I am turning to the CISO role today is that I recently read an article which declared that:</p><p><em><strong>“To put it bluntly, the CISO role is dead.”</strong></em></p><p>Quite a striking comment, especially if you hold a CISO title in an organization today. Normally when I include someone else’s words in one of my posts I include an attribution to that person as the source or author. In this case the article was attributed to an online forum for a for profit company, not an individual author, and I have chosen not to provide pro bono advertising.</p><p>When I read this comment, it really caught my attention.<strong> “The CISO role is dead” </strong>is a strong statement which resonates with what I am seeing and experiencing today in many organizations. Maybe the CISO role has outlived its purpose or is now facing a need to evolve.</p><p><em><strong>The threats and risks our businesses face today are at the highest level of systemic digital risk I have experienced in my +45 years in the Information Technology industry.</strong></em></p><p><em><strong>&amp;</strong></em></p><p><em><strong>Information Technology organizations no longer control all the information technology devices and systems in use in their organizations today.</strong></em></p><p>Maybe it is time for the CISO role to evolve or morph into something new, a role which truly addresses the need for a holistic approach to managing systemic information risk inherent in our complex digital systems. If so, what should this new role look like? Is it time to break out of the Information Technology organizational driven focus of Information Security and elevate a company’s focus on and treatment of Information Security Risk? Should this role be a part of an Information Technology function, or should it be part of a broader approach to managing business risk and reside elsewhere in a business organization?</p><p><em><strong>IT Risk = Business Risk</strong></em></p><p>If we accept that all IT risk is Business Risk, then we should logically accept that managing information risk should not reside solely within an information technology organization. Thus, I propose that two changes are needed to adequately address the inherent systemic risk in our complex digital systems. The first is a new role. The second is that the new role should not be placed inside the Information Technology organization.</p><p><strong>Digital Risk and Resilience Officer</strong></p><p>This role, Digital Risk and Resilience Officer (DRRO), should be part of a business’s Enterprise Risk Management (ERM) function and may or may not exist as the only senior role addressing information risk and security. I envision that many information Technology organizations may elect to maintain a traditional Chief Information Security Officer (CISO) role solely focused internally within the IT organization. If so, I suggest that the role should no longer be called a “Chief” role, but rather be titled as an Information Security Officer role. As many business organizations already embrace Enterprise Risk Management and have a senior leadership role for a Chief Risk Officer (CRO), I envision that the emerging DRRO role would report to the Chief Risk Officer and collaborate with both the CRO and the IT Information Security Officer (ISO). The Digital Risk and Resilience Officer role should represent a significant evolution in purpose, responsibility and vision for dealing with the threats and systemic risks our businesses now face every day.</p><p>I would encourage you all to think about the potential of a Digital Risk and Resilience Officer role and focus as an evolution needed in Information Security which will be more encompassing and vital to the success of your business’s future.</p><p>In my next bog post, I will expand on my thoughts concerning a Digital Risk and Resilience Officer role.</p><p>&nbsp;</p><p>&nbsp;</p><p><strong>Joseph F. Norton</strong> is a Risk, Security, and Crisis Management professional.</p><p>He is a founding member and Qualified Technology Executive of the Digital Directors Network, Special Advisor for Risk and Cybersecurity to DivIHN, Chair of the Advisory Board with Next Era Transformation Group, and Chief Security Officer with APF Technologies.</p><p>He has served as Chief Security Officer, SVP at Atos, Chief Technology Officer and Head of Operations, SVP at Philips, Chief Technology Officer, SVP at Novartis, Executive-in-Residence with McKinsey &amp; Company, and Chief Technology Officer at McDonald’s. He has also held professional roles during his career with JPMorgan Bank, Oracle, Sybase and Grumman Aerospace Corporation, and the United States Navy.</p>','','full_html');
INSERT INTO `node_revision__body` VALUES ('blog',0,89,489,'en',0,'<p>My blog posts here mostly focus on the complexity of systems supporting business operations, the complicating factors of our reliance on the internet for business communications and commerce, the extended risk and value chain of multiple layers of suppliers and customers engaged with our businesses, and the roles and methods of managing information security management in large and small interconnected businesses. <strong>Today I am going to focus narrowly on the role of the Chief Information Security Officer (CISO).</strong></p><p>I have been engaged in information technology for enough years to have witnessed the birth of the role of the Chief Information Security Officer. In the early days of my career, we did not have such a role in an IT organization. We had roles for Security Managers reporting to the Chief Information Officer (CIO) or Chief Technology Officer (CTO) and even lower in the hierarchy of Information Technology organizational structures. Indeed, I was once designated Security Manager for a large aerospace company back in the long-ago times of the 1980’s. In another stage of my career, I served as an SVP level Chief Security Officer for a large multi-national outsourcing firm with multiple CISOs and Security Officers (SOs) reporting to me. The reason I am turning to the CISO role today is that I recently read an article which declared that:</p><p><em><strong>“To put it bluntly, the CISO role is dead.”</strong></em></p><p>Quite a striking comment, especially if you hold a CISO title in an organization today. Normally when I include someone else’s words in one of my posts I include an attribution to that person as the source or author. In this case the article was attributed to an online forum for a for profit company, not an individual author, and I have chosen not to provide pro bono advertising.</p><p>When I read this comment, it really caught my attention.<strong> “The CISO role is dead” </strong>is a strong statement which resonates with what I am seeing and experiencing today in many organizations. Maybe the CISO role has outlived its purpose or is now facing a need to evolve.</p><p><em><strong>The threats and risks our businesses face today are at the highest level of systemic digital risk I have experienced in my +45 years in the Information Technology industry.</strong></em></p><p><em><strong>&amp;</strong></em></p><p><em><strong>Information Technology organizations no longer control all the information technology devices and systems in use in their organizations today.</strong></em></p><p>Maybe it is time for the CISO role to evolve or morph into something new, a role which truly addresses the need for a holistic approach to managing systemic information risk inherent in our complex digital systems. If so, what should this new role look like? Is it time to break out of the Information Technology organizational driven focus of Information Security and elevate a company’s focus on and treatment of Information Security Risk? Should this role be a part of an Information Technology function, or should it be part of a broader approach to managing business risk and reside elsewhere in a business organization?</p><p><em><strong>IT Risk = Business Risk</strong></em></p><p>If we accept that all IT risk is Business Risk, then we should logically accept that managing information risk should not reside solely within an information technology organization. Thus, I propose that two changes are needed to adequately address the inherent systemic risk in our complex digital systems. The first is a new role. The second is that the new role should not be placed inside the Information Technology organization.</p><p><strong>Digital Risk and Resilience Officer</strong></p><p>This role, Digital Risk and Resilience Officer (DRRO), should be part of a business’s Enterprise Risk Management (ERM) function and may or may not exist as the only senior role addressing information risk and security. I envision that many information Technology organizations may elect to maintain a traditional Chief Information Security Officer (CISO) role solely focused internally within the IT organization. If so, I suggest that the role should no longer be called a “Chief” role, but rather be titled as an Information Security Officer role. As many business organizations already embrace Enterprise Risk Management and have a senior leadership role for a Chief Risk Officer (CRO), I envision that the emerging DRRO role would report to the Chief Risk Officer and collaborate with both the CRO and the IT Information Security Officer (ISO). The Digital Risk and Resilience Officer role should represent a significant evolution in purpose, responsibility and vision for dealing with the threats and systemic risks our businesses now face every day.</p><p>I would encourage you all to think about the potential of a Digital Risk and Resilience Officer role and focus as an evolution needed in Information Security which will be more encompassing and vital to the success of your business’s future.</p><p>In my next bog post, I will expand on my thoughts concerning a Digital Risk and Resilience Officer role.</p><p>&nbsp;</p><p>&nbsp;</p><p><strong>Joseph F. Norton</strong> is a Risk, Security, and Crisis Management professional.</p><p>He is a founding member and Qualified Technology Executive of the Digital Directors Network, Special Advisor for Risk and Cybersecurity to DivIHN, Chair of the Advisory Board with Next Era Transformation Group, and Chief Security Officer with APF Technologies.</p><p>He has served as Chief Security Officer, SVP at Atos, Chief Technology Officer and Head of Operations, SVP at Philips, Chief Technology Officer, SVP at Novartis, Executive-in-Residence with McKinsey &amp; Company, and Chief Technology Officer at McDonald’s. He has also held professional roles during his career with JPMorgan Bank, Oracle, Sybase and Grumman Aerospace Corporation, and the United States Navy.</p>','','full_html'),('blog',0,89,569,'en',0,'<p>My blog posts here mostly focus on the complexity of systems supporting business operations, the complicating factors of our reliance on the internet for business communications and commerce, the extended risk and value chain of multiple layers of suppliers and customers engaged with our businesses, and the roles and methods of managing information security management in large and small interconnected businesses. <strong>Today I am going to focus narrowly on the role of the Chief Information Security Officer (CISO).</strong></p><p>I have been engaged in information technology for enough years to have witnessed the birth of the role of the Chief Information Security Officer. In the early days of my career, we did not have such a role in an IT organization. We had roles for Security Managers reporting to the Chief Information Officer (CIO) or Chief Technology Officer (CTO) and even lower in the hierarchy of Information Technology organizational structures. Indeed, I was once designated Security Manager for a large aerospace company back in the long-ago times of the 1980’s. In another stage of my career, I served as an SVP level Chief Security Officer for a large multi-national outsourcing firm with multiple CISOs and Security Officers (SOs) reporting to me. The reason I am turning to the CISO role today is that I recently read an article which declared that:</p><p><em><strong>“To put it bluntly, the CISO role is dead.”</strong></em></p><p>Quite a striking comment, especially if you hold a CISO title in an organization today. Normally when I include someone else’s words in one of my posts I include an attribution to that person as the source or author. In this case the article was attributed to an online forum for a for profit company, not an individual author, and I have chosen not to provide pro bono advertising.</p><p>When I read this comment, it really caught my attention.<strong> “The CISO role is dead” </strong>is a strong statement which resonates with what I am seeing and experiencing today in many organizations. Maybe the CISO role has outlived its purpose or is now facing a need to evolve.</p><p><em><strong>The threats and risks our businesses face today are at the highest level of systemic digital risk I have experienced in my +45 years in the Information Technology industry.</strong></em></p><p><em><strong>&amp;</strong></em></p><p><em><strong>Information Technology organizations no longer control all the information technology devices and systems in use in their organizations today.</strong></em></p><p>Maybe it is time for the CISO role to evolve or morph into something new, a role which truly addresses the need for a holistic approach to managing systemic information risk inherent in our complex digital systems. If so, what should this new role look like? Is it time to break out of the Information Technology organizational driven focus of Information Security and elevate a company’s focus on and treatment of Information Security Risk? Should this role be a part of an Information Technology function, or should it be part of a broader approach to managing business risk and reside elsewhere in a business organization?</p><p><em><strong>IT Risk = Business Risk</strong></em></p><p>If we accept that all IT risk is Business Risk, then we should logically accept that managing information risk should not reside solely within an information technology organization. Thus, I propose that two changes are needed to adequately address the inherent systemic risk in our complex digital systems. The first is a new role. The second is that the new role should not be placed inside the Information Technology organization.</p><p><strong>Digital Risk and Resilience Officer</strong></p><p>This role, Digital Risk and Resilience Officer (DRRO), should be part of a business’s Enterprise Risk Management (ERM) function and may or may not exist as the only senior role addressing information risk and security. I envision that many information Technology organizations may elect to maintain a traditional Chief Information Security Officer (CISO) role solely focused internally within the IT organization. If so, I suggest that the role should no longer be called a “Chief” role, but rather be titled as an Information Security Officer role. As many business organizations already embrace Enterprise Risk Management and have a senior leadership role for a Chief Risk Officer (CRO), I envision that the emerging DRRO role would report to the Chief Risk Officer and collaborate with both the CRO and the IT Information Security Officer (ISO). The Digital Risk and Resilience Officer role should represent a significant evolution in purpose, responsibility and vision for dealing with the threats and systemic risks our businesses now face every day.</p><p>I would encourage you all to think about the potential of a Digital Risk and Resilience Officer role and focus as an evolution needed in Information Security which will be more encompassing and vital to the success of your business’s future.</p><p>In my next bog post, I will expand on my thoughts concerning a Digital Risk and Resilience Officer role.</p><p>&nbsp;</p><p>&nbsp;</p><p><strong>Joseph F. Norton</strong> is a Risk, Security, and Crisis Management professional.</p><p>He is a founding member and Qualified Technology Executive of the Digital Directors Network, Special Advisor for Risk and Cybersecurity to DivIHN, Chair of the Advisory Board with Next Era Transformation Group, and Chief Security Officer with APF Technologies.</p><p>He has served as Chief Security Officer, SVP at Atos, Chief Technology Officer and Head of Operations, SVP at Philips, Chief Technology Officer, SVP at Novartis, Executive-in-Residence with McKinsey &amp; Company, and Chief Technology Officer at McDonald’s. He has also held professional roles during his career with JPMorgan Bank, Oracle, Sybase and Grumman Aerospace Corporation, and the United States Navy.</p>','','full_html'),('blog',0,89,644,'en',0,'<p>My blog posts here mostly focus on the complexity of systems supporting business operations, the complicating factors of our reliance on the internet for business communications and commerce, the extended risk and value chain of multiple layers of suppliers and customers engaged with our businesses, and the roles and methods of managing information security management in large and small interconnected businesses. <strong>Today I am going to focus narrowly on the role of the Chief Information Security Officer (CISO).</strong></p><p>I have been engaged in information technology for enough years to have witnessed the birth of the role of the Chief Information Security Officer. In the early days of my career, we did not have such a role in an IT organization. We had roles for Security Managers reporting to the Chief Information Officer (CIO) or Chief Technology Officer (CTO) and even lower in the hierarchy of Information Technology organizational structures. Indeed, I was once designated Security Manager for a large aerospace company back in the long-ago times of the 1980’s. In another stage of my career, I served as an SVP level Chief Security Officer for a large multi-national outsourcing firm with multiple CISOs and Security Officers (SOs) reporting to me. The reason I am turning to the CISO role today is that I recently read an article which declared that:</p><p><em><strong>“To put it bluntly, the CISO role is dead.”</strong></em></p><p>Quite a striking comment, especially if you hold a CISO title in an organization today. Normally when I include someone else’s words in one of my posts I include an attribution to that person as the source or author. In this case the article was attributed to an online forum for a for profit company, not an individual author, and I have chosen not to provide pro bono advertising.</p><p>When I read this comment, it really caught my attention.<strong> “The CISO role is dead” </strong>is a strong statement which resonates with what I am seeing and experiencing today in many organizations. Maybe the CISO role has outlived its purpose or is now facing a need to evolve.</p><p><em><strong>The threats and risks our businesses face today are at the highest level of systemic digital risk I have experienced in my +45 years in the Information Technology industry.</strong></em></p><p><em><strong>&amp;</strong></em></p><p><em><strong>Information Technology organizations no longer control all the information technology devices and systems in use in their organizations today.</strong></em></p><p>Maybe it is time for the CISO role to evolve or morph into something new, a role which truly addresses the need for a holistic approach to managing systemic information risk inherent in our complex digital systems. If so, what should this new role look like? Is it time to break out of the Information Technology organizational driven focus of Information Security and elevate a company’s focus on and treatment of Information Security Risk? Should this role be a part of an Information Technology function, or should it be part of a broader approach to managing business risk and reside elsewhere in a business organization?</p><p><em><strong>IT Risk = Business Risk</strong></em></p><p>If we accept that all IT risk is Business Risk, then we should logically accept that managing information risk should not reside solely within an information technology organization. Thus, I propose that two changes are needed to adequately address the inherent systemic risk in our complex digital systems. The first is a new role. The second is that the new role should not be placed inside the Information Technology organization.</p><p><strong>Digital Risk and Resilience Officer</strong></p><p>This role, Digital Risk and Resilience Officer (DRRO), should be part of a business’s Enterprise Risk Management (ERM) function and may or may not exist as the only senior role addressing information risk and security. I envision that many information Technology organizations may elect to maintain a traditional Chief Information Security Officer (CISO) role solely focused internally within the IT organization. If so, I suggest that the role should no longer be called a “Chief” role, but rather be titled as an Information Security Officer role. As many business organizations already embrace Enterprise Risk Management and have a senior leadership role for a Chief Risk Officer (CRO), I envision that the emerging DRRO role would report to the Chief Risk Officer and collaborate with both the CRO and the IT Information Security Officer (ISO). The Digital Risk and Resilience Officer role should represent a significant evolution in purpose, responsibility and vision for dealing with the threats and systemic risks our businesses now face every day.</p><p>I would encourage you all to think about the potential of a Digital Risk and Resilience Officer role and focus as an evolution needed in Information Security which will be more encompassing and vital to the success of your business’s future.</p><p>In my next bog post, I will expand on my thoughts concerning a Digital Risk and Resilience Officer role.</p><p>&nbsp;</p><p>&nbsp;</p><p><strong>Joseph F. Norton</strong> is a Risk, Security, and Crisis Management professional.</p><p>He is a founding member and Qualified Technology Executive of the Digital Directors Network, Special Advisor for Risk and Cybersecurity to DivIHN, Chair of the Advisory Board with Next Era Transformation Group, and Chief Security Officer with APF Technologies.</p><p>He has served as Chief Security Officer, SVP at Atos, Chief Technology Officer and Head of Operations, SVP at Philips, Chief Technology Officer, SVP at Novartis, Executive-in-Residence with McKinsey &amp; Company, and Chief Technology Officer at McDonald’s. He has also held professional roles during his career with JPMorgan Bank, Oracle, Sybase and Grumman Aerospace Corporation, and the United States Navy.</p>','','full_html'),('blog',0,89,820,'en',0,'<p>My blog posts here mostly focus on the complexity of systems supporting business operations, the complicating factors of our reliance on the internet for business communications and commerce, the extended risk and value chain of multiple layers of suppliers and customers engaged with our businesses, and the roles and methods of managing information security management in large and small interconnected businesses. <strong>Today I am going to focus narrowly on the role of the Chief Information Security Officer (CISO).</strong></p><p>I have been engaged in information technology for enough years to have witnessed the birth of the role of the Chief Information Security Officer. In the early days of my career, we did not have such a role in an IT organization. We had roles for Security Managers reporting to the Chief Information Officer (CIO) or Chief Technology Officer (CTO) and even lower in the hierarchy of Information Technology organizational structures. Indeed, I was once designated Security Manager for a large aerospace company back in the long-ago times of the 1980’s. In another stage of my career, I served as an SVP level Chief Security Officer for a large multi-national outsourcing firm with multiple CISOs and Security Officers (SOs) reporting to me. The reason I am turning to the CISO role today is that I recently read an article which declared that:</p><p><em><strong>“To put it bluntly, the CISO role is dead.”</strong></em></p><p>Quite a striking comment, especially if you hold a CISO title in an organization today. Normally when I include someone else’s words in one of my posts I include an attribution to that person as the source or author. In this case the article was attributed to an online forum for a for profit company, not an individual author, and I have chosen not to provide pro bono advertising.</p><p>When I read this comment, it really caught my attention.<strong> “The CISO role is dead” </strong>is a strong statement which resonates with what I am seeing and experiencing today in many organizations. Maybe the CISO role has outlived its purpose or is now facing a need to evolve.</p><p><em><strong>The threats and risks our businesses face today are at the highest level of systemic digital risk I have experienced in my +45 years in the Information Technology industry.</strong></em></p><p><em><strong>&amp;</strong></em></p><p><em><strong>Information Technology organizations no longer control all the information technology devices and systems in use in their organizations today.</strong></em></p><p>Maybe it is time for the CISO role to evolve or morph into something new, a role which truly addresses the need for a holistic approach to managing systemic information risk inherent in our complex digital systems. If so, what should this new role look like? Is it time to break out of the Information Technology organizational driven focus of Information Security and elevate a company’s focus on and treatment of Information Security Risk? Should this role be a part of an Information Technology function, or should it be part of a broader approach to managing business risk and reside elsewhere in a business organization?</p><p><em><strong>IT Risk = Business Risk</strong></em></p><p>If we accept that all IT risk is Business Risk, then we should logically accept that managing information risk should not reside solely within an information technology organization. Thus, I propose that two changes are needed to adequately address the inherent systemic risk in our complex digital systems. The first is a new role. The second is that the new role should not be placed inside the Information Technology organization.</p><p><strong>Digital Risk and Resilience Officer</strong></p><p>This role, Digital Risk and Resilience Officer (DRRO), should be part of a business’s Enterprise Risk Management (ERM) function and may or may not exist as the only senior role addressing information risk and security. I envision that many information Technology organizations may elect to maintain a traditional Chief Information Security Officer (CISO) role solely focused internally within the IT organization. If so, I suggest that the role should no longer be called a “Chief” role, but rather be titled as an Information Security Officer role. As many business organizations already embrace Enterprise Risk Management and have a senior leadership role for a Chief Risk Officer (CRO), I envision that the emerging DRRO role would report to the Chief Risk Officer and collaborate with both the CRO and the IT Information Security Officer (ISO). The Digital Risk and Resilience Officer role should represent a significant evolution in purpose, responsibility and vision for dealing with the threats and systemic risks our businesses now face every day.</p><p>I would encourage you all to think about the potential of a Digital Risk and Resilience Officer role and focus as an evolution needed in Information Security which will be more encompassing and vital to the success of your business’s future.</p><p>In my next bog post, I will expand on my thoughts concerning a Digital Risk and Resilience Officer role.</p><p>&nbsp;</p><p>&nbsp;</p><p><strong>Joseph F. Norton</strong> is a Risk, Security, and Crisis Management professional.</p><p>He is a founding member and Qualified Technology Executive of the Digital Directors Network, Special Advisor for Risk and Cybersecurity to DivIHN, Chair of the Advisory Board with Next Era Transformation Group, and Chief Security Officer with APF Technologies.</p><p>He has served as Chief Security Officer, SVP at Atos, Chief Technology Officer and Head of Operations, SVP at Philips, Chief Technology Officer, SVP at Novartis, Executive-in-Residence with McKinsey &amp; Company, and Chief Technology Officer at McDonald’s. He has also held professional roles during his career with JPMorgan Bank, Oracle, Sybase and Grumman Aerospace Corporation, and the United States Navy.</p>','','full_html'),('blog',0,90,223,'en',0,'<p>I began my last blog post by quoting from a business forum I had read:</p><p><em><strong>“To put it bluntly, the CISO role is dead.”</strong></em></p><p>And I closed my last post saying that I would encourage you all to think about the potential of a Digital Risk and Resilience Officer role and focus as an evolution needed in Information Security which will be more encompassing and vital to the success of your business’s future.</p><p>Some of you who read my last post may have dismissed my comment as out of hand. Others may have read a bit deeper into my comments and your reaction, at least internally, were that Joe has no clue what he is talking about. Just maybe, one or two of you may have thought about my comments and said to yourself, he may be onto something.</p><p>I do not claim to have all the clues, but I can assure you that throughout my career I have prided myself in working hard to ensure I had at least half a clue concerning what was going on around me in my professional domain.</p><p>It is a fair bet for me to say again today that:</p><p><em><strong>The threats and risks our businesses face today are at the highest level of systemic digital risk I have experienced in my 45+ years in the Information Technology industry.</strong></em></p><p><em><strong>&amp;</strong></em></p><p><em><strong>Information Technology organizations no longer control all the information technology devices and systems in use in their organizations today.</strong></em></p><p>Let me take this one step further:</p><p><em><strong>“Never in the history of modern business operations has there been a risk domain as impactful as Information Technology. Information Technology and Digital Business Systems are the only risk domain which can bring my company’s business operations to a complete standstill in an instant!”</strong></em></p><p>This is a quote from a discussion I recently had with the head of Enterprise Risk Management for a multi-billon dollar business. My conversations during the past year with many Chief Risk Officers, Enterprise Risk Managers and Chief Information Security Officers have all led me to form my opinion that it is time to start thinking about and acting on the notion that the CISO role as we know it today is past its shelf life, and it is time to seriously embrace a Digital Risk and Resilience Officer role.</p><p><strong>The CISO role as we know it today is past its shelf life.</strong></p><p><strong>It is time to embrace the</strong></p><p><strong>Digital Risk and Resilience Officer role.</strong></p><img src=\"/sites/default/files/inline-images/Security%20by%20design%2014.png\" data-entity-uuid=\"02ed5747-2c9b-41b1-8da1-f56c4f693797\" data-entity-type=\"file\" width=\"900\" height=\"394\"><p>&nbsp;</p><p>&nbsp;The traditional CISO role is intended to address the protection of an organization’s information technology, digital business systems, and data from attacks. This is often focused on external threats and can also include controls to address internal misuse of information systems and data. This is a narrow focus given the widespread use of digital systems, data, communications and workplace technologies in use throughout businesses, their customer chains and supply chains. While cybersecurity risk management focuses on cyber threats and recovery of information technology systems, it is a focus which rarely addresses the impacts to the rest of a business organization.</p><p>Enterprises Risk Management acknowledges cybersecurity threats and risks, but sees these risks through a CISO’s eye, usually not through the eyes of your business. I have found it rare when speaking with ERM leaders and Chief Risk Officers to find a fully integrative understanding of the true extent of digital disruption impacts and the need for a business integrative approach to ensure digital resilience when recovering from such business disruptions.</p><p>Another impediment to embracing Digital Resilience, a required new core competence, is what I call grade / position inflation in cybersecurity. Prior to 1995, I do not think there was any role in business for information technology entitled Chief Information Security Officer. There were roles in the 1970’s and 1980’s for information technology security and the role of information technology security manager was common. Steve Katz is credited as the first person appointed to a Chief Information Technology Officer role by Citi Bank in 1995 after Citi Bank suffered a series of successful cyber security attacks by Russian hackers. In the 1990’s and into the early 2000’s it was common to have an information technology security manager role reporting to a Chief Information Officer or a Chief Technology Officer. This role was often filled by a manager or director level position. As the frequency of cybersecurity attacks escalated through the 2000’s, and business impacts became larger, we begin to see the escalation of information technology security managers to higher grade levels. There was something Darwinian about the escalation of security managers to Chief Information Security Managers and further to Director and Officer roles. Today it is not uncommon to see CISO roles as Vice Presidents or Senior Vice Presidents reporting to Chief Information Officers and even to reporting lines directly to business Chief Executive Officers. Raising the position and salary levels of CISOs does not directly translate to significantly improved cybersecurity or digital resilience. Organization performance, in my experience, even for cybersecurity and digital resilience, is primary driven by organizational culture, strong governance, professional competence and employing a right role, right person approach.</p><p><strong>A Very Simple Equation</strong></p><p>My arriving at my realization for a Digital Risk and Resilience Officer role can be summarized as follows:</p><ul><li>Chief Risk Officer is a full-time role / Head of ERM is a full-time role.</li><li>CISO / ISO role is a full-time role.</li><li>CISO/ISO attention to Digital Risk and Resilience is a part-time role.</li><li>Digital Risk and Resilience calls for full-time attention given the potential for catastrophic business disruption impacts.</li><li>Thus … Digital Risk and Resilience should be a full-time role.</li><li>While maintaining the traditional Information Security Officer / Manger role.</li></ul><p><strong>The CISO / ISO role is not dead! It is time to embrace a new and improved role focused on</strong></p><p><strong>Digital Risk and Resilience.</strong></p><p>The Digital Risk and Resilience Officer role should represent a significant evolution in purpose, responsibility and vision for dealing with the threats and systemic risks our businesses now face every day. I again encourage you all to think about the potential of a Digital Risk and Resilience Officer role and focus as an evolution needed in Information Security which will be more encompassing and vital to the success of your business’ future.</p><p>In my next bog post, I will expand on what this might mean to CRO/ERM + DRRO integrative business approach to Enterprise Digital Risk and Resiliency.</p><p>&nbsp;</p><p>&nbsp;</p><p><strong>Joseph F. Norton</strong> is a Risk, Security, and Crisis Management professional.</p><p>He is a founding member and Qualified Technology Executive of the Digital Directors Network, Special Advisor for Risk and Cybersecurity to DivIHN, Chair of the Advisory Board with Next Era Transformation Group, and Chief Security Officer with APF Technologies.</p><p>He has served as Chief Security Officer, SVP at Atos, Chief Technology Officer and Head of Operations, SVP at Philips, Chief Technology Officer, SVP at Novartis, Executive-in-Residence with McKinsey &amp; Company, and Chief Technology Officer at McDonald’s. He has also held professional roles during his career with JPMorgan Bank, Oracle, Sybase and Grumman Aerospace Corporation, and the United States Navy.</p>','','full_html'),('blog',0,90,231,'en',0,'<p>I began my last blog post by quoting from a business forum I had read:</p><p><em><strong>“To put it bluntly, the CISO role is dead.”</strong></em></p><p>And I closed my last post saying that I would encourage you all to think about the potential of a Digital Risk and Resilience Officer role and focus as an evolution needed in Information Security which will be more encompassing and vital to the success of your business’s future.</p><p>Some of you who read my last post may have dismissed my comment as out of hand. Others may have read a bit deeper into my comments and your reaction, at least internally, were that Joe has no clue what he is talking about. Just maybe, one or two of you may have thought about my comments and said to yourself, he may be onto something.</p><p>I do not claim to have all the clues, but I can assure you that throughout my career I have prided myself in working hard to ensure I had at least half a clue concerning what was going on around me in my professional domain.</p><p>It is a fair bet for me to say again today that:</p><p><em><strong>The threats and risks our businesses face today are at the highest level of systemic digital risk I have experienced in my 45+ years in the Information Technology industry.</strong></em></p><p><em><strong>&amp;</strong></em></p><p><em><strong>Information Technology organizations no longer control all the information technology devices and systems in use in their organizations today.</strong></em></p><p>Let me take this one step further:</p><p><em><strong>“Never in the history of modern business operations has there been a risk domain as impactful as Information Technology. Information Technology and Digital Business Systems are the only risk domain which can bring my company’s business operations to a complete standstill in an instant!”</strong></em></p><p>This is a quote from a discussion I recently had with the head of Enterprise Risk Management for a multi-billon dollar business. My conversations during the past year with many Chief Risk Officers, Enterprise Risk Managers and Chief Information Security Officers have all led me to form my opinion that it is time to start thinking about and acting on the notion that the CISO role as we know it today is past its shelf life, and it is time to seriously embrace a Digital Risk and Resilience Officer role.</p><p><strong>The CISO role as we know it today is past its shelf life.</strong></p><p><strong>It is time to embrace the</strong></p><p><strong>Digital Risk and Resilience Officer role.</strong></p><img src=\"/sites/default/files/inline-images/Security%20by%20design%2014.png\" data-entity-uuid=\"02ed5747-2c9b-41b1-8da1-f56c4f693797\" data-entity-type=\"file\" width=\"900\" height=\"394\"><p>&nbsp;</p><p>&nbsp;The traditional CISO role is intended to address the protection of an organization’s information technology, digital business systems, and data from attacks. This is often focused on external threats and can also include controls to address internal misuse of information systems and data. This is a narrow focus given the widespread use of digital systems, data, communications and workplace technologies in use throughout businesses, their customer chains and supply chains. While cybersecurity risk management focuses on cyber threats and recovery of information technology systems, it is a focus which rarely addresses the impacts to the rest of a business organization.</p><p>Enterprises Risk Management acknowledges cybersecurity threats and risks, but sees these risks through a CISO’s eye, usually not through the eyes of your business. I have found it rare when speaking with ERM leaders and Chief Risk Officers to find a fully integrative understanding of the true extent of digital disruption impacts and the need for a business integrative approach to ensure digital resilience when recovering from such business disruptions.</p><p>Another impediment to embracing Digital Resilience, a required new core competence, is what I call grade / position inflation in cybersecurity. Prior to 1995, I do not think there was any role in business for information technology entitled Chief Information Security Officer. There were roles in the 1970’s and 1980’s for information technology security and the role of information technology security manager was common. Steve Katz is credited as the first person appointed to a Chief Information Technology Officer role by Citi Bank in 1995 after Citi Bank suffered a series of successful cyber security attacks by Russian hackers. In the 1990’s and into the early 2000’s it was common to have an information technology security manager role reporting to a Chief Information Officer or a Chief Technology Officer. This role was often filled by a manager or director level position. As the frequency of cybersecurity attacks escalated through the 2000’s, and business impacts became larger, we begin to see the escalation of information technology security managers to higher grade levels. There was something Darwinian about the escalation of security managers to Chief Information Security Managers and further to Director and Officer roles. Today it is not uncommon to see CISO roles as Vice Presidents or Senior Vice Presidents reporting to Chief Information Officers and even to reporting lines directly to business Chief Executive Officers. Raising the position and salary levels of CISOs does not directly translate to significantly improved cybersecurity or digital resilience. Organization performance, in my experience, even for cybersecurity and digital resilience, is primary driven by organizational culture, strong governance, professional competence and employing a right role, right person approach.</p><p><strong>A Very Simple Equation</strong></p><p>My arriving at my realization for a Digital Risk and Resilience Officer role can be summarized as follows:</p><ul><li>Chief Risk Officer is a full-time role / Head of ERM is a full-time role.</li><li>CISO / ISO role is a full-time role.</li><li>CISO/ISO attention to Digital Risk and Resilience is a part-time role.</li><li>Digital Risk and Resilience calls for full-time attention given the potential for catastrophic business disruption impacts.</li><li>Thus … Digital Risk and Resilience should be a full-time role.</li><li>While maintaining the traditional Information Security Officer / Manger role.</li></ul><p><strong>The CISO / ISO role is not dead! It is time to embrace a new and improved role focused on</strong></p><p><strong>Digital Risk and Resilience.</strong></p><p>The Digital Risk and Resilience Officer role should represent a significant evolution in purpose, responsibility and vision for dealing with the threats and systemic risks our businesses now face every day. I again encourage you all to think about the potential of a Digital Risk and Resilience Officer role and focus as an evolution needed in Information Security which will be more encompassing and vital to the success of your business’ future.</p><p>In my next bog post, I will expand on what this might mean to CRO/ERM + DRRO integrative business approach to Enterprise Digital Risk and Resiliency.</p><p>&nbsp;</p><p>&nbsp;</p><p><strong>Joseph F. Norton</strong> is a Risk, Security, and Crisis Management professional.</p><p>He is a founding member and Qualified Technology Executive of the Digital Directors Network, Special Advisor for Risk and Cybersecurity to DivIHN, Chair of the Advisory Board with Next Era Transformation Group, and Chief Security Officer with APF Technologies.</p><p>He has served as Chief Security Officer, SVP at Atos, Chief Technology Officer and Head of Operations, SVP at Philips, Chief Technology Officer, SVP at Novartis, Executive-in-Residence with McKinsey &amp; Company, and Chief Technology Officer at McDonald’s. He has also held professional roles during his career with JPMorgan Bank, Oracle, Sybase and Grumman Aerospace Corporation, and the United States Navy.</p>','','full_html'),('blog',0,90,232,'en',0,'<p>I began my last blog post by quoting from a business forum I had read:</p><p><em><strong>“To put it bluntly, the CISO role is dead.”</strong></em></p><p>And I closed my last post saying that I would encourage you all to think about the potential of a Digital Risk and Resilience Officer role and focus as an evolution needed in Information Security which will be more encompassing and vital to the success of your business’s future.</p><p>Some of you who read my last post may have dismissed my comment as out of hand. Others may have read a bit deeper into my comments and your reaction, at least internally, were that Joe has no clue what he is talking about. Just maybe, one or two of you may have thought about my comments and said to yourself, he may be onto something.</p><p>I do not claim to have all the clues, but I can assure you that throughout my career I have prided myself in working hard to ensure I had at least half a clue concerning what was going on around me in my professional domain.</p><p>It is a fair bet for me to say again today that:</p><p><em><strong>The threats and risks our businesses face today are at the highest level of systemic digital risk I have experienced in my 45+ years in the Information Technology industry.</strong></em></p><p><em><strong>&amp;</strong></em></p><p><em><strong>Information Technology organizations no longer control all the information technology devices and systems in use in their organizations today.</strong></em></p><p>Let me take this one step further:</p><p><em><strong>“Never in the history of modern business operations has there been a risk domain as impactful as Information Technology. Information Technology and Digital Business Systems are the only risk domain which can bring my company’s business operations to a complete standstill in an instant!”</strong></em></p><p>This is a quote from a discussion I recently had with the head of Enterprise Risk Management for a multi-billon dollar business. My conversations during the past year with many Chief Risk Officers, Enterprise Risk Managers and Chief Information Security Officers have all led me to form my opinion that it is time to start thinking about and acting on the notion that the CISO role as we know it today is past its shelf life, and it is time to seriously embrace a Digital Risk and Resilience Officer role.</p><p><strong>The CISO role as we know it today is past its shelf life.</strong></p><p><strong>It is time to embrace the</strong></p><p><strong>Digital Risk and Resilience Officer role.</strong></p><img src=\"/sites/default/files/inline-images/Security%20by%20design%2014.png\" data-entity-uuid=\"02ed5747-2c9b-41b1-8da1-f56c4f693797\" data-entity-type=\"file\" width=\"900\" height=\"394\"><p>&nbsp;</p><p>&nbsp;The traditional CISO role is intended to address the protection of an organization’s information technology, digital business systems, and data from attacks. This is often focused on external threats and can also include controls to address internal misuse of information systems and data. This is a narrow focus given the widespread use of digital systems, data, communications and workplace technologies in use throughout businesses, their customer chains and supply chains. While cybersecurity risk management focuses on cyber threats and recovery of information technology systems, it is a focus which rarely addresses the impacts to the rest of a business organization.</p><p>Enterprises Risk Management acknowledges cybersecurity threats and risks, but sees these risks through a CISO’s eye, usually not through the eyes of your business. I have found it rare when speaking with ERM leaders and Chief Risk Officers to find a fully integrative understanding of the true extent of digital disruption impacts and the need for a business integrative approach to ensure digital resilience when recovering from such business disruptions.</p><p>Another impediment to embracing Digital Resilience, a required new core competence, is what I call grade / position inflation in cybersecurity. Prior to 1995, I do not think there was any role in business for information technology entitled Chief Information Security Officer. There were roles in the 1970’s and 1980’s for information technology security and the role of information technology security manager was common. Steve Katz is credited as the first person appointed to a Chief Information Technology Officer role by Citi Bank in 1995 after Citi Bank suffered a series of successful cyber security attacks by Russian hackers. In the 1990’s and into the early 2000’s it was common to have an information technology security manager role reporting to a Chief Information Officer or a Chief Technology Officer. This role was often filled by a manager or director level position. As the frequency of cybersecurity attacks escalated through the 2000’s, and business impacts became larger, we begin to see the escalation of information technology security managers to higher grade levels. There was something Darwinian about the escalation of security managers to Chief Information Security Managers and further to Director and Officer roles. Today it is not uncommon to see CISO roles as Vice Presidents or Senior Vice Presidents reporting to Chief Information Officers and even to reporting lines directly to business Chief Executive Officers. Raising the position and salary levels of CISOs does not directly translate to significantly improved cybersecurity or digital resilience. Organization performance, in my experience, even for cybersecurity and digital resilience, is primary driven by organizational culture, strong governance, professional competence and employing a right role, right person approach.</p><p><strong>A Very Simple Equation</strong></p><p>My arriving at my realization for a Digital Risk and Resilience Officer role can be summarized as follows:</p><ul><li>Chief Risk Officer is a full-time role / Head of ERM is a full-time role.</li><li>CISO / ISO role is a full-time role.</li><li>CISO/ISO attention to Digital Risk and Resilience is a part-time role.</li><li>Digital Risk and Resilience calls for full-time attention given the potential for catastrophic business disruption impacts.</li><li>Thus … Digital Risk and Resilience should be a full-time role.</li><li>While maintaining the traditional Information Security Officer / Manger role.</li></ul><p><strong>The CISO / ISO role is not dead! It is time to embrace a new and improved role focused on</strong></p><p><strong>Digital Risk and Resilience.</strong></p><p>The Digital Risk and Resilience Officer role should represent a significant evolution in purpose, responsibility and vision for dealing with the threats and systemic risks our businesses now face every day. I again encourage you all to think about the potential of a Digital Risk and Resilience Officer role and focus as an evolution needed in Information Security which will be more encompassing and vital to the success of your business’ future.</p><p>In my next bog post, I will expand on what this might mean to CRO/ERM + DRRO integrative business approach to Enterprise Digital Risk and Resiliency.</p><p>&nbsp;</p><p>&nbsp;</p><p><strong>Joseph F. Norton</strong> is a Risk, Security, and Crisis Management professional.</p><p>He is a founding member and Qualified Technology Executive of the Digital Directors Network, Special Advisor for Risk and Cybersecurity to DivIHN, Chair of the Advisory Board with Next Era Transformation Group, and Chief Security Officer with APF Technologies.</p><p>He has served as Chief Security Officer, SVP at Atos, Chief Technology Officer and Head of Operations, SVP at Philips, Chief Technology Officer, SVP at Novartis, Executive-in-Residence with McKinsey &amp; Company, and Chief Technology Officer at McDonald’s. He has also held professional roles during his career with JPMorgan Bank, Oracle, Sybase and Grumman Aerospace Corporation, and the United States Navy.</p>','','full_html'),('blog',0,90,408,'en',0,'<p>I began my last blog post by quoting from a business forum I had read:</p><p><em><strong>“To put it bluntly, the CISO role is dead.”</strong></em></p><p>And I closed my last post saying that I would encourage you all to think about the potential of a Digital Risk and Resilience Officer role and focus as an evolution needed in Information Security which will be more encompassing and vital to the success of your business’s future.</p><p>Some of you who read my last post may have dismissed my comment as out of hand. Others may have read a bit deeper into my comments and your reaction, at least internally, were that Joe has no clue what he is talking about. Just maybe, one or two of you may have thought about my comments and said to yourself, he may be onto something.</p><p>I do not claim to have all the clues, but I can assure you that throughout my career I have prided myself in working hard to ensure I had at least half a clue concerning what was going on around me in my professional domain.</p><p>It is a fair bet for me to say again today that:</p><p><em><strong>The threats and risks our businesses face today are at the highest level of systemic digital risk I have experienced in my 45+ years in the Information Technology industry.</strong></em></p><p><em><strong>&amp;</strong></em></p><p><em><strong>Information Technology organizations no longer control all the information technology devices and systems in use in their organizations today.</strong></em></p><p>Let me take this one step further:</p><p><em><strong>“Never in the history of modern business operations has there been a risk domain as impactful as Information Technology. Information Technology and Digital Business Systems are the only risk domain which can bring my company’s business operations to a complete standstill in an instant!”</strong></em></p><p>This is a quote from a discussion I recently had with the head of Enterprise Risk Management for a multi-billon dollar business. My conversations during the past year with many Chief Risk Officers, Enterprise Risk Managers and Chief Information Security Officers have all led me to form my opinion that it is time to start thinking about and acting on the notion that the CISO role as we know it today is past its shelf life, and it is time to seriously embrace a Digital Risk and Resilience Officer role.</p><p><strong>The CISO role as we know it today is past its shelf life.</strong></p><p><strong>It is time to embrace the</strong></p><p><strong>Digital Risk and Resilience Officer role.</strong></p><img src=\"/sites/default/files/inline-images/Security%20by%20design%2014.png\" data-entity-uuid=\"02ed5747-2c9b-41b1-8da1-f56c4f693797\" data-entity-type=\"file\" width=\"900\" height=\"394\"><p>&nbsp;</p><p>&nbsp;The traditional CISO role is intended to address the protection of an organization’s information technology, digital business systems, and data from attacks. This is often focused on external threats and can also include controls to address internal misuse of information systems and data. This is a narrow focus given the widespread use of digital systems, data, communications and workplace technologies in use throughout businesses, their customer chains and supply chains. While cybersecurity risk management focuses on cyber threats and recovery of information technology systems, it is a focus which rarely addresses the impacts to the rest of a business organization.</p><p>Enterprises Risk Management acknowledges cybersecurity threats and risks, but sees these risks through a CISO’s eye, usually not through the eyes of your business. I have found it rare when speaking with ERM leaders and Chief Risk Officers to find a fully integrative understanding of the true extent of digital disruption impacts and the need for a business integrative approach to ensure digital resilience when recovering from such business disruptions.</p><p>Another impediment to embracing Digital Resilience, a required new core competence, is what I call grade / position inflation in cybersecurity. Prior to 1995, I do not think there was any role in business for information technology entitled Chief Information Security Officer. There were roles in the 1970’s and 1980’s for information technology security and the role of information technology security manager was common. Steve Katz is credited as the first person appointed to a Chief Information Technology Officer role by Citi Bank in 1995 after Citi Bank suffered a series of successful cyber security attacks by Russian hackers. In the 1990’s and into the early 2000’s it was common to have an information technology security manager role reporting to a Chief Information Officer or a Chief Technology Officer. This role was often filled by a manager or director level position. As the frequency of cybersecurity attacks escalated through the 2000’s, and business impacts became larger, we begin to see the escalation of information technology security managers to higher grade levels. There was something Darwinian about the escalation of security managers to Chief Information Security Managers and further to Director and Officer roles. Today it is not uncommon to see CISO roles as Vice Presidents or Senior Vice Presidents reporting to Chief Information Officers and even to reporting lines directly to business Chief Executive Officers. Raising the position and salary levels of CISOs does not directly translate to significantly improved cybersecurity or digital resilience. Organization performance, in my experience, even for cybersecurity and digital resilience, is primary driven by organizational culture, strong governance, professional competence and employing a right role, right person approach.</p><p><strong>A Very Simple Equation</strong></p><p>My arriving at my realization for a Digital Risk and Resilience Officer role can be summarized as follows:</p><ul><li>Chief Risk Officer is a full-time role / Head of ERM is a full-time role.</li><li>CISO / ISO role is a full-time role.</li><li>CISO/ISO attention to Digital Risk and Resilience is a part-time role.</li><li>Digital Risk and Resilience calls for full-time attention given the potential for catastrophic business disruption impacts.</li><li>Thus … Digital Risk and Resilience should be a full-time role.</li><li>While maintaining the traditional Information Security Officer / Manger role.</li></ul><p><strong>The CISO / ISO role is not dead! It is time to embrace a new and improved role focused on</strong></p><p><strong>Digital Risk and Resilience.</strong></p><p>The Digital Risk and Resilience Officer role should represent a significant evolution in purpose, responsibility and vision for dealing with the threats and systemic risks our businesses now face every day. I again encourage you all to think about the potential of a Digital Risk and Resilience Officer role and focus as an evolution needed in Information Security which will be more encompassing and vital to the success of your business’ future.</p><p>In my next bog post, I will expand on what this might mean to CRO/ERM + DRRO integrative business approach to Enterprise Digital Risk and Resiliency.</p><p>&nbsp;</p><p>&nbsp;</p><p><strong>Joseph F. Norton</strong> is a Risk, Security, and Crisis Management professional.</p><p>He is a founding member and Qualified Technology Executive of the Digital Directors Network, Special Advisor for Risk and Cybersecurity to DivIHN, Chair of the Advisory Board with Next Era Transformation Group, and Chief Security Officer with APF Technologies.</p><p>He has served as Chief Security Officer, SVP at Atos, Chief Technology Officer and Head of Operations, SVP at Philips, Chief Technology Officer, SVP at Novartis, Executive-in-Residence with McKinsey &amp; Company, and Chief Technology Officer at McDonald’s. He has also held professional roles during his career with JPMorgan Bank, Oracle, Sybase and Grumman Aerospace Corporation, and the United States Navy.</p>','','full_html'),('blog',0,90,490,'en',0,'<p>I began my last blog post by quoting from a business forum I had read:</p><p><em><strong>“To put it bluntly, the CISO role is dead.”</strong></em></p><p>And I closed my last post saying that I would encourage you all to think about the potential of a Digital Risk and Resilience Officer role and focus as an evolution needed in Information Security which will be more encompassing and vital to the success of your business’s future.</p><p>Some of you who read my last post may have dismissed my comment as out of hand. Others may have read a bit deeper into my comments and your reaction, at least internally, were that Joe has no clue what he is talking about. Just maybe, one or two of you may have thought about my comments and said to yourself, he may be onto something.</p><p>I do not claim to have all the clues, but I can assure you that throughout my career I have prided myself in working hard to ensure I had at least half a clue concerning what was going on around me in my professional domain.</p><p>It is a fair bet for me to say again today that:</p><p><em><strong>The threats and risks our businesses face today are at the highest level of systemic digital risk I have experienced in my 45+ years in the Information Technology industry.</strong></em></p><p><em><strong>&amp;</strong></em></p><p><em><strong>Information Technology organizations no longer control all the information technology devices and systems in use in their organizations today.</strong></em></p><p>Let me take this one step further:</p><p><em><strong>“Never in the history of modern business operations has there been a risk domain as impactful as Information Technology. Information Technology and Digital Business Systems are the only risk domain which can bring my company’s business operations to a complete standstill in an instant!”</strong></em></p><p>This is a quote from a discussion I recently had with the head of Enterprise Risk Management for a multi-billon dollar business. My conversations during the past year with many Chief Risk Officers, Enterprise Risk Managers and Chief Information Security Officers have all led me to form my opinion that it is time to start thinking about and acting on the notion that the CISO role as we know it today is past its shelf life, and it is time to seriously embrace a Digital Risk and Resilience Officer role.</p><p><strong>The CISO role as we know it today is past its shelf life.</strong></p><p><strong>It is time to embrace the</strong></p><p><strong>Digital Risk and Resilience Officer role.</strong></p><img src=\"/sites/default/files/inline-images/Security%20by%20design%2014.png\" data-entity-uuid=\"02ed5747-2c9b-41b1-8da1-f56c4f693797\" data-entity-type=\"file\" width=\"900\" height=\"394\"><p>&nbsp;</p><p>&nbsp;The traditional CISO role is intended to address the protection of an organization’s information technology, digital business systems, and data from attacks. This is often focused on external threats and can also include controls to address internal misuse of information systems and data. This is a narrow focus given the widespread use of digital systems, data, communications and workplace technologies in use throughout businesses, their customer chains and supply chains. While cybersecurity risk management focuses on cyber threats and recovery of information technology systems, it is a focus which rarely addresses the impacts to the rest of a business organization.</p><p>Enterprises Risk Management acknowledges cybersecurity threats and risks, but sees these risks through a CISO’s eye, usually not through the eyes of your business. I have found it rare when speaking with ERM leaders and Chief Risk Officers to find a fully integrative understanding of the true extent of digital disruption impacts and the need for a business integrative approach to ensure digital resilience when recovering from such business disruptions.</p><p>Another impediment to embracing Digital Resilience, a required new core competence, is what I call grade / position inflation in cybersecurity. Prior to 1995, I do not think there was any role in business for information technology entitled Chief Information Security Officer. There were roles in the 1970’s and 1980’s for information technology security and the role of information technology security manager was common. Steve Katz is credited as the first person appointed to a Chief Information Technology Officer role by Citi Bank in 1995 after Citi Bank suffered a series of successful cyber security attacks by Russian hackers. In the 1990’s and into the early 2000’s it was common to have an information technology security manager role reporting to a Chief Information Officer or a Chief Technology Officer. This role was often filled by a manager or director level position. As the frequency of cybersecurity attacks escalated through the 2000’s, and business impacts became larger, we begin to see the escalation of information technology security managers to higher grade levels. There was something Darwinian about the escalation of security managers to Chief Information Security Managers and further to Director and Officer roles. Today it is not uncommon to see CISO roles as Vice Presidents or Senior Vice Presidents reporting to Chief Information Officers and even to reporting lines directly to business Chief Executive Officers. Raising the position and salary levels of CISOs does not directly translate to significantly improved cybersecurity or digital resilience. Organization performance, in my experience, even for cybersecurity and digital resilience, is primary driven by organizational culture, strong governance, professional competence and employing a right role, right person approach.</p><p><strong>A Very Simple Equation</strong></p><p>My arriving at my realization for a Digital Risk and Resilience Officer role can be summarized as follows:</p><ul><li>Chief Risk Officer is a full-time role / Head of ERM is a full-time role.</li><li>CISO / ISO role is a full-time role.</li><li>CISO/ISO attention to Digital Risk and Resilience is a part-time role.</li><li>Digital Risk and Resilience calls for full-time attention given the potential for catastrophic business disruption impacts.</li><li>Thus … Digital Risk and Resilience should be a full-time role.</li><li>While maintaining the traditional Information Security Officer / Manger role.</li></ul><p><strong>The CISO / ISO role is not dead! It is time to embrace a new and improved role focused on</strong></p><p><strong>Digital Risk and Resilience.</strong></p><p>The Digital Risk and Resilience Officer role should represent a significant evolution in purpose, responsibility and vision for dealing with the threats and systemic risks our businesses now face every day. I again encourage you all to think about the potential of a Digital Risk and Resilience Officer role and focus as an evolution needed in Information Security which will be more encompassing and vital to the success of your business’ future.</p><p>In my next bog post, I will expand on what this might mean to CRO/ERM + DRRO integrative business approach to Enterprise Digital Risk and Resiliency.</p><p>&nbsp;</p><p>&nbsp;</p><p><strong>Joseph F. Norton</strong> is a Risk, Security, and Crisis Management professional.</p><p>He is a founding member and Qualified Technology Executive of the Digital Directors Network, Special Advisor for Risk and Cybersecurity to DivIHN, Chair of the Advisory Board with Next Era Transformation Group, and Chief Security Officer with APF Technologies.</p><p>He has served as Chief Security Officer, SVP at Atos, Chief Technology Officer and Head of Operations, SVP at Philips, Chief Technology Officer, SVP at Novartis, Executive-in-Residence with McKinsey &amp; Company, and Chief Technology Officer at McDonald’s. He has also held professional roles during his career with JPMorgan Bank, Oracle, Sybase and Grumman Aerospace Corporation, and the United States Navy.</p>','','full_html'),('blog',0,90,570,'en',0,'<p>I began my last blog post by quoting from a business forum I had read:</p><p><em><strong>“To put it bluntly, the CISO role is dead.”</strong></em></p><p>And I closed my last post saying that I would encourage you all to think about the potential of a Digital Risk and Resilience Officer role and focus as an evolution needed in Information Security which will be more encompassing and vital to the success of your business’s future.</p><p>Some of you who read my last post may have dismissed my comment as out of hand. Others may have read a bit deeper into my comments and your reaction, at least internally, were that Joe has no clue what he is talking about. Just maybe, one or two of you may have thought about my comments and said to yourself, he may be onto something.</p><p>I do not claim to have all the clues, but I can assure you that throughout my career I have prided myself in working hard to ensure I had at least half a clue concerning what was going on around me in my professional domain.</p><p>It is a fair bet for me to say again today that:</p><p><em><strong>The threats and risks our businesses face today are at the highest level of systemic digital risk I have experienced in my 45+ years in the Information Technology industry.</strong></em></p><p><em><strong>&amp;</strong></em></p><p><em><strong>Information Technology organizations no longer control all the information technology devices and systems in use in their organizations today.</strong></em></p><p>Let me take this one step further:</p><p><em><strong>“Never in the history of modern business operations has there been a risk domain as impactful as Information Technology. Information Technology and Digital Business Systems are the only risk domain which can bring my company’s business operations to a complete standstill in an instant!”</strong></em></p><p>This is a quote from a discussion I recently had with the head of Enterprise Risk Management for a multi-billon dollar business. My conversations during the past year with many Chief Risk Officers, Enterprise Risk Managers and Chief Information Security Officers have all led me to form my opinion that it is time to start thinking about and acting on the notion that the CISO role as we know it today is past its shelf life, and it is time to seriously embrace a Digital Risk and Resilience Officer role.</p><p><strong>The CISO role as we know it today is past its shelf life.</strong></p><p><strong>It is time to embrace the</strong></p><p><strong>Digital Risk and Resilience Officer role.</strong></p><img src=\"/sites/default/files/inline-images/Security%20by%20design%2014.png\" data-entity-uuid=\"02ed5747-2c9b-41b1-8da1-f56c4f693797\" data-entity-type=\"file\" width=\"900\" height=\"394\"><p>&nbsp;</p><p>&nbsp;The traditional CISO role is intended to address the protection of an organization’s information technology, digital business systems, and data from attacks. This is often focused on external threats and can also include controls to address internal misuse of information systems and data. This is a narrow focus given the widespread use of digital systems, data, communications and workplace technologies in use throughout businesses, their customer chains and supply chains. While cybersecurity risk management focuses on cyber threats and recovery of information technology systems, it is a focus which rarely addresses the impacts to the rest of a business organization.</p><p>Enterprises Risk Management acknowledges cybersecurity threats and risks, but sees these risks through a CISO’s eye, usually not through the eyes of your business. I have found it rare when speaking with ERM leaders and Chief Risk Officers to find a fully integrative understanding of the true extent of digital disruption impacts and the need for a business integrative approach to ensure digital resilience when recovering from such business disruptions.</p><p>Another impediment to embracing Digital Resilience, a required new core competence, is what I call grade / position inflation in cybersecurity. Prior to 1995, I do not think there was any role in business for information technology entitled Chief Information Security Officer. There were roles in the 1970’s and 1980’s for information technology security and the role of information technology security manager was common. Steve Katz is credited as the first person appointed to a Chief Information Technology Officer role by Citi Bank in 1995 after Citi Bank suffered a series of successful cyber security attacks by Russian hackers. In the 1990’s and into the early 2000’s it was common to have an information technology security manager role reporting to a Chief Information Officer or a Chief Technology Officer. This role was often filled by a manager or director level position. As the frequency of cybersecurity attacks escalated through the 2000’s, and business impacts became larger, we begin to see the escalation of information technology security managers to higher grade levels. There was something Darwinian about the escalation of security managers to Chief Information Security Managers and further to Director and Officer roles. Today it is not uncommon to see CISO roles as Vice Presidents or Senior Vice Presidents reporting to Chief Information Officers and even to reporting lines directly to business Chief Executive Officers. Raising the position and salary levels of CISOs does not directly translate to significantly improved cybersecurity or digital resilience. Organization performance, in my experience, even for cybersecurity and digital resilience, is primary driven by organizational culture, strong governance, professional competence and employing a right role, right person approach.</p><p><strong>A Very Simple Equation</strong></p><p>My arriving at my realization for a Digital Risk and Resilience Officer role can be summarized as follows:</p><ul><li>Chief Risk Officer is a full-time role / Head of ERM is a full-time role.</li><li>CISO / ISO role is a full-time role.</li><li>CISO/ISO attention to Digital Risk and Resilience is a part-time role.</li><li>Digital Risk and Resilience calls for full-time attention given the potential for catastrophic business disruption impacts.</li><li>Thus … Digital Risk and Resilience should be a full-time role.</li><li>While maintaining the traditional Information Security Officer / Manger role.</li></ul><p><strong>The CISO / ISO role is not dead! It is time to embrace a new and improved role focused on</strong></p><p><strong>Digital Risk and Resilience.</strong></p><p>The Digital Risk and Resilience Officer role should represent a significant evolution in purpose, responsibility and vision for dealing with the threats and systemic risks our businesses now face every day. I again encourage you all to think about the potential of a Digital Risk and Resilience Officer role and focus as an evolution needed in Information Security which will be more encompassing and vital to the success of your business’ future.</p><p>In my next bog post, I will expand on what this might mean to CRO/ERM + DRRO integrative business approach to Enterprise Digital Risk and Resiliency.</p><p>&nbsp;</p><p>&nbsp;</p><p><strong>Joseph F. Norton</strong> is a Risk, Security, and Crisis Management professional.</p><p>He is a founding member and Qualified Technology Executive of the Digital Directors Network, Special Advisor for Risk and Cybersecurity to DivIHN, Chair of the Advisory Board with Next Era Transformation Group, and Chief Security Officer with APF Technologies.</p><p>He has served as Chief Security Officer, SVP at Atos, Chief Technology Officer and Head of Operations, SVP at Philips, Chief Technology Officer, SVP at Novartis, Executive-in-Residence with McKinsey &amp; Company, and Chief Technology Officer at McDonald’s. He has also held professional roles during his career with JPMorgan Bank, Oracle, Sybase and Grumman Aerospace Corporation, and the United States Navy.</p>','','full_html'),('blog',0,90,645,'en',0,'<p>I began my last blog post by quoting from a business forum I had read:</p><p><em><strong>“To put it bluntly, the CISO role is dead.”</strong></em></p><p>And I closed my last post saying that I would encourage you all to think about the potential of a Digital Risk and Resilience Officer role and focus as an evolution needed in Information Security which will be more encompassing and vital to the success of your business’s future.</p><p>Some of you who read my last post may have dismissed my comment as out of hand. Others may have read a bit deeper into my comments and your reaction, at least internally, were that Joe has no clue what he is talking about. Just maybe, one or two of you may have thought about my comments and said to yourself, he may be onto something.</p><p>I do not claim to have all the clues, but I can assure you that throughout my career I have prided myself in working hard to ensure I had at least half a clue concerning what was going on around me in my professional domain.</p><p>It is a fair bet for me to say again today that:</p><p><em><strong>The threats and risks our businesses face today are at the highest level of systemic digital risk I have experienced in my 45+ years in the Information Technology industry.</strong></em></p><p><em><strong>&amp;</strong></em></p><p><em><strong>Information Technology organizations no longer control all the information technology devices and systems in use in their organizations today.</strong></em></p><p>Let me take this one step further:</p><p><em><strong>“Never in the history of modern business operations has there been a risk domain as impactful as Information Technology. Information Technology and Digital Business Systems are the only risk domain which can bring my company’s business operations to a complete standstill in an instant!”</strong></em></p><p>This is a quote from a discussion I recently had with the head of Enterprise Risk Management for a multi-billon dollar business. My conversations during the past year with many Chief Risk Officers, Enterprise Risk Managers and Chief Information Security Officers have all led me to form my opinion that it is time to start thinking about and acting on the notion that the CISO role as we know it today is past its shelf life, and it is time to seriously embrace a Digital Risk and Resilience Officer role.</p><p><strong>The CISO role as we know it today is past its shelf life.</strong></p><p><strong>It is time to embrace the</strong></p><p><strong>Digital Risk and Resilience Officer role.</strong></p><img src=\"/sites/default/files/inline-images/Security%20by%20design%2014.png\" data-entity-uuid=\"02ed5747-2c9b-41b1-8da1-f56c4f693797\" data-entity-type=\"file\" width=\"900\" height=\"394\"><p>&nbsp;</p><p>&nbsp;The traditional CISO role is intended to address the protection of an organization’s information technology, digital business systems, and data from attacks. This is often focused on external threats and can also include controls to address internal misuse of information systems and data. This is a narrow focus given the widespread use of digital systems, data, communications and workplace technologies in use throughout businesses, their customer chains and supply chains. While cybersecurity risk management focuses on cyber threats and recovery of information technology systems, it is a focus which rarely addresses the impacts to the rest of a business organization.</p><p>Enterprises Risk Management acknowledges cybersecurity threats and risks, but sees these risks through a CISO’s eye, usually not through the eyes of your business. I have found it rare when speaking with ERM leaders and Chief Risk Officers to find a fully integrative understanding of the true extent of digital disruption impacts and the need for a business integrative approach to ensure digital resilience when recovering from such business disruptions.</p><p>Another impediment to embracing Digital Resilience, a required new core competence, is what I call grade / position inflation in cybersecurity. Prior to 1995, I do not think there was any role in business for information technology entitled Chief Information Security Officer. There were roles in the 1970’s and 1980’s for information technology security and the role of information technology security manager was common. Steve Katz is credited as the first person appointed to a Chief Information Technology Officer role by Citi Bank in 1995 after Citi Bank suffered a series of successful cyber security attacks by Russian hackers. In the 1990’s and into the early 2000’s it was common to have an information technology security manager role reporting to a Chief Information Officer or a Chief Technology Officer. This role was often filled by a manager or director level position. As the frequency of cybersecurity attacks escalated through the 2000’s, and business impacts became larger, we begin to see the escalation of information technology security managers to higher grade levels. There was something Darwinian about the escalation of security managers to Chief Information Security Managers and further to Director and Officer roles. Today it is not uncommon to see CISO roles as Vice Presidents or Senior Vice Presidents reporting to Chief Information Officers and even to reporting lines directly to business Chief Executive Officers. Raising the position and salary levels of CISOs does not directly translate to significantly improved cybersecurity or digital resilience. Organization performance, in my experience, even for cybersecurity and digital resilience, is primary driven by organizational culture, strong governance, professional competence and employing a right role, right person approach.</p><p><strong>A Very Simple Equation</strong></p><p>My arriving at my realization for a Digital Risk and Resilience Officer role can be summarized as follows:</p><ul><li>Chief Risk Officer is a full-time role / Head of ERM is a full-time role.</li><li>CISO / ISO role is a full-time role.</li><li>CISO/ISO attention to Digital Risk and Resilience is a part-time role.</li><li>Digital Risk and Resilience calls for full-time attention given the potential for catastrophic business disruption impacts.</li><li>Thus … Digital Risk and Resilience should be a full-time role.</li><li>While maintaining the traditional Information Security Officer / Manger role.</li></ul><p><strong>The CISO / ISO role is not dead! It is time to embrace a new and improved role focused on</strong></p><p><strong>Digital Risk and Resilience.</strong></p><p>The Digital Risk and Resilience Officer role should represent a significant evolution in purpose, responsibility and vision for dealing with the threats and systemic risks our businesses now face every day. I again encourage you all to think about the potential of a Digital Risk and Resilience Officer role and focus as an evolution needed in Information Security which will be more encompassing and vital to the success of your business’ future.</p><p>In my next bog post, I will expand on what this might mean to CRO/ERM + DRRO integrative business approach to Enterprise Digital Risk and Resiliency.</p><p>&nbsp;</p><p>&nbsp;</p><p><strong>Joseph F. Norton</strong> is a Risk, Security, and Crisis Management professional.</p><p>He is a founding member and Qualified Technology Executive of the Digital Directors Network, Special Advisor for Risk and Cybersecurity to DivIHN, Chair of the Advisory Board with Next Era Transformation Group, and Chief Security Officer with APF Technologies.</p><p>He has served as Chief Security Officer, SVP at Atos, Chief Technology Officer and Head of Operations, SVP at Philips, Chief Technology Officer, SVP at Novartis, Executive-in-Residence with McKinsey &amp; Company, and Chief Technology Officer at McDonald’s. He has also held professional roles during his career with JPMorgan Bank, Oracle, Sybase and Grumman Aerospace Corporation, and the United States Navy.</p>','','full_html'),('blog',0,90,752,'en',0,'<p>I began my last blog post by quoting from a business forum I had read:</p><p><em><strong>“To put it bluntly, the CISO role is dead.”</strong></em></p><p>And I closed my last post saying that I would encourage you all to think about the potential of a Digital Risk and Resilience Officer role and focus as an evolution needed in Information Security which will be more encompassing and vital to the success of your business’s future.</p><p>Some of you who read my last post may have dismissed my comment as out of hand. Others may have read a bit deeper into my comments and your reaction, at least internally, were that Joe has no clue what he is talking about. Just maybe, one or two of you may have thought about my comments and said to yourself, he may be onto something.</p><p>I do not claim to have all the clues, but I can assure you that throughout my career I have prided myself in working hard to ensure I had at least half a clue concerning what was going on around me in my professional domain.</p><p>It is a fair bet for me to say again today that:</p><p><em><strong>The threats and risks our businesses face today are at the highest level of systemic digital risk I have experienced in my 45+ years in the Information Technology industry.</strong></em></p><p><em><strong>&amp;</strong></em></p><p><em><strong>Information Technology organizations no longer control all the information technology devices and systems in use in their organizations today.</strong></em></p><p>Let me take this one step further:</p><p><em><strong>“Never in the history of modern business operations has there been a risk domain as impactful as Information Technology. Information Technology and Digital Business Systems are the only risk domain which can bring my company’s business operations to a complete standstill in an instant!”</strong></em></p><p>This is a quote from a discussion I recently had with the head of Enterprise Risk Management for a multi-billon dollar business. My conversations during the past year with many Chief Risk Officers, Enterprise Risk Managers and Chief Information Security Officers have all led me to form my opinion that it is time to start thinking about and acting on the notion that the CISO role as we know it today is past its shelf life, and it is time to seriously embrace a Digital Risk and Resilience Officer role.</p><p><strong>The CISO role as we know it today is past its shelf life.</strong></p><p><strong>It is time to embrace the</strong></p><p><strong>Digital Risk and Resilience Officer role.</strong></p><img src=\"/sites/default/files/inline-images/Security%20by%20design%2014.png\" data-entity-uuid=\"02ed5747-2c9b-41b1-8da1-f56c4f693797\" data-entity-type=\"file\" width=\"900\" height=\"394\" alt=\"Digital Resilience vs Cybersecurity\"><p>&nbsp;</p><p>&nbsp;The traditional CISO role is intended to address the protection of an organization’s information technology, digital business systems, and data from attacks. This is often focused on external threats and can also include controls to address internal misuse of information systems and data. This is a narrow focus given the widespread use of digital systems, data, communications and workplace technologies in use throughout businesses, their customer chains and supply chains. While cybersecurity risk management focuses on cyber threats and recovery of information technology systems, it is a focus which rarely addresses the impacts to the rest of a business organization.</p><p>Enterprises Risk Management acknowledges cybersecurity threats and risks, but sees these risks through a CISO’s eye, usually not through the eyes of your business. I have found it rare when speaking with ERM leaders and Chief Risk Officers to find a fully integrative understanding of the true extent of digital disruption impacts and the need for a business integrative approach to ensure digital resilience when recovering from such business disruptions.</p><p>Another impediment to embracing Digital Resilience, a required new core competence, is what I call grade / position inflation in cybersecurity. Prior to 1995, I do not think there was any role in business for information technology entitled Chief Information Security Officer. There were roles in the 1970’s and 1980’s for information technology security and the role of information technology security manager was common. Steve Katz is credited as the first person appointed to a Chief Information Technology Officer role by Citi Bank in 1995 after Citi Bank suffered a series of successful cyber security attacks by Russian hackers. In the 1990’s and into the early 2000’s it was common to have an information technology security manager role reporting to a Chief Information Officer or a Chief Technology Officer. This role was often filled by a manager or director level position. As the frequency of cybersecurity attacks escalated through the 2000’s, and business impacts became larger, we begin to see the escalation of information technology security managers to higher grade levels. There was something Darwinian about the escalation of security managers to Chief Information Security Managers and further to Director and Officer roles. Today it is not uncommon to see CISO roles as Vice Presidents or Senior Vice Presidents reporting to Chief Information Officers and even to reporting lines directly to business Chief Executive Officers. Raising the position and salary levels of CISOs does not directly translate to significantly improved cybersecurity or digital resilience. Organization performance, in my experience, even for cybersecurity and digital resilience, is primary driven by organizational culture, strong governance, professional competence and employing a right role, right person approach.</p><p><strong>A Very Simple Equation</strong></p><p>My arriving at my realization for a Digital Risk and Resilience Officer role can be summarized as follows:</p><ul><li>Chief Risk Officer is a full-time role / Head of ERM is a full-time role.</li><li>CISO / ISO role is a full-time role.</li><li>CISO/ISO attention to Digital Risk and Resilience is a part-time role.</li><li>Digital Risk and Resilience calls for full-time attention given the potential for catastrophic business disruption impacts.</li><li>Thus … Digital Risk and Resilience should be a full-time role.</li><li>While maintaining the traditional Information Security Officer / Manger role.</li></ul><p><strong>The CISO / ISO role is not dead! It is time to embrace a new and improved role focused on</strong></p><p><strong>Digital Risk and Resilience.</strong></p><p>The Digital Risk and Resilience Officer role should represent a significant evolution in purpose, responsibility and vision for dealing with the threats and systemic risks our businesses now face every day. I again encourage you all to think about the potential of a Digital Risk and Resilience Officer role and focus as an evolution needed in Information Security which will be more encompassing and vital to the success of your business’ future.</p><p>In my next bog post, I will expand on what this might mean to CRO/ERM + DRRO integrative business approach to Enterprise Digital Risk and Resiliency.</p><p>&nbsp;</p><p>&nbsp;</p><p><strong>Joseph F. Norton</strong> is a Risk, Security, and Crisis Management professional.</p><p>He is a founding member and Qualified Technology Executive of the Digital Directors Network, Special Advisor for Risk and Cybersecurity to DivIHN, Chair of the Advisory Board with Next Era Transformation Group, and Chief Security Officer with APF Technologies.</p><p>He has served as Chief Security Officer, SVP at Atos, Chief Technology Officer and Head of Operations, SVP at Philips, Chief Technology Officer, SVP at Novartis, Executive-in-Residence with McKinsey &amp; Company, and Chief Technology Officer at McDonald’s. He has also held professional roles during his career with JPMorgan Bank, Oracle, Sybase and Grumman Aerospace Corporation, and the United States Navy.</p>','','full_html'),('blog',0,90,821,'en',0,'<p>I began my last blog post by quoting from a business forum I had read:</p><p><em><strong>“To put it bluntly, the CISO role is dead.”</strong></em></p><p>And I closed my last post saying that I would encourage you all to think about the potential of a Digital Risk and Resilience Officer role and focus as an evolution needed in Information Security which will be more encompassing and vital to the success of your business’s future.</p><p>Some of you who read my last post may have dismissed my comment as out of hand. Others may have read a bit deeper into my comments and your reaction, at least internally, were that Joe has no clue what he is talking about. Just maybe, one or two of you may have thought about my comments and said to yourself, he may be onto something.</p><p>I do not claim to have all the clues, but I can assure you that throughout my career I have prided myself in working hard to ensure I had at least half a clue concerning what was going on around me in my professional domain.</p><p>It is a fair bet for me to say again today that:</p><p><em><strong>The threats and risks our businesses face today are at the highest level of systemic digital risk I have experienced in my 45+ years in the Information Technology industry.</strong></em></p><p><em><strong>&amp;</strong></em></p><p><em><strong>Information Technology organizations no longer control all the information technology devices and systems in use in their organizations today.</strong></em></p><p>Let me take this one step further:</p><p><em><strong>“Never in the history of modern business operations has there been a risk domain as impactful as Information Technology. Information Technology and Digital Business Systems are the only risk domain which can bring my company’s business operations to a complete standstill in an instant!”</strong></em></p><p>This is a quote from a discussion I recently had with the head of Enterprise Risk Management for a multi-billon dollar business. My conversations during the past year with many Chief Risk Officers, Enterprise Risk Managers and Chief Information Security Officers have all led me to form my opinion that it is time to start thinking about and acting on the notion that the CISO role as we know it today is past its shelf life, and it is time to seriously embrace a Digital Risk and Resilience Officer role.</p><p><strong>The CISO role as we know it today is past its shelf life.</strong></p><p><strong>It is time to embrace the</strong></p><p><strong>Digital Risk and Resilience Officer role.</strong></p><img src=\"/sites/default/files/inline-images/Security%20by%20design%2014.png\" data-entity-uuid=\"02ed5747-2c9b-41b1-8da1-f56c4f693797\" data-entity-type=\"file\" alt=\"Digital Resilience vs Cybersecurity\" width=\"900\" height=\"394\"><p>&nbsp;</p><p>&nbsp;The traditional CISO role is intended to address the protection of an organization’s information technology, digital business systems, and data from attacks. This is often focused on external threats and can also include controls to address internal misuse of information systems and data. This is a narrow focus given the widespread use of digital systems, data, communications and workplace technologies in use throughout businesses, their customer chains and supply chains. While cybersecurity risk management focuses on cyber threats and recovery of information technology systems, it is a focus which rarely addresses the impacts to the rest of a business organization.</p><p>Enterprises Risk Management acknowledges cybersecurity threats and risks, but sees these risks through a CISO’s eye, usually not through the eyes of your business. I have found it rare when speaking with ERM leaders and Chief Risk Officers to find a fully integrative understanding of the true extent of digital disruption impacts and the need for a business integrative approach to ensure digital resilience when recovering from such business disruptions.</p><p>Another impediment to embracing Digital Resilience, a required new core competence, is what I call grade / position inflation in cybersecurity. Prior to 1995, I do not think there was any role in business for information technology entitled Chief Information Security Officer. There were roles in the 1970’s and 1980’s for information technology security and the role of information technology security manager was common. Steve Katz is credited as the first person appointed to a Chief Information Technology Officer role by Citi Bank in 1995 after Citi Bank suffered a series of successful cyber security attacks by Russian hackers. In the 1990’s and into the early 2000’s it was common to have an information technology security manager role reporting to a Chief Information Officer or a Chief Technology Officer. This role was often filled by a manager or director level position. As the frequency of cybersecurity attacks escalated through the 2000’s, and business impacts became larger, we begin to see the escalation of information technology security managers to higher grade levels. There was something Darwinian about the escalation of security managers to Chief Information Security Managers and further to Director and Officer roles. Today it is not uncommon to see CISO roles as Vice Presidents or Senior Vice Presidents reporting to Chief Information Officers and even to reporting lines directly to business Chief Executive Officers. Raising the position and salary levels of CISOs does not directly translate to significantly improved cybersecurity or digital resilience. Organization performance, in my experience, even for cybersecurity and digital resilience, is primary driven by organizational culture, strong governance, professional competence and employing a right role, right person approach.</p><p><strong>A Very Simple Equation</strong></p><p>My arriving at my realization for a Digital Risk and Resilience Officer role can be summarized as follows:</p><ul><li>Chief Risk Officer is a full-time role / Head of ERM is a full-time role.</li><li>CISO / ISO role is a full-time role.</li><li>CISO/ISO attention to Digital Risk and Resilience is a part-time role.</li><li>Digital Risk and Resilience calls for full-time attention given the potential for catastrophic business disruption impacts.</li><li>Thus … Digital Risk and Resilience should be a full-time role.</li><li>While maintaining the traditional Information Security Officer / Manger role.</li></ul><p><strong>The CISO / ISO role is not dead! It is time to embrace a new and improved role focused on</strong></p><p><strong>Digital Risk and Resilience.</strong></p><p>The Digital Risk and Resilience Officer role should represent a significant evolution in purpose, responsibility and vision for dealing with the threats and systemic risks our businesses now face every day. I again encourage you all to think about the potential of a Digital Risk and Resilience Officer role and focus as an evolution needed in Information Security which will be more encompassing and vital to the success of your business’ future.</p><p>In my next bog post, I will expand on what this might mean to CRO/ERM + DRRO integrative business approach to Enterprise Digital Risk and Resiliency.</p><p>&nbsp;</p><p>&nbsp;</p><p><strong>Joseph F. Norton</strong> is a Risk, Security, and Crisis Management professional.</p><p>He is a founding member and Qualified Technology Executive of the Digital Directors Network, Special Advisor for Risk and Cybersecurity to DivIHN, Chair of the Advisory Board with Next Era Transformation Group, and Chief Security Officer with APF Technologies.</p><p>He has served as Chief Security Officer, SVP at Atos, Chief Technology Officer and Head of Operations, SVP at Philips, Chief Technology Officer, SVP at Novartis, Executive-in-Residence with McKinsey &amp; Company, and Chief Technology Officer at McDonald’s. He has also held professional roles during his career with JPMorgan Bank, Oracle, Sybase and Grumman Aerospace Corporation, and the United States Navy.</p>','','full_html'),('webinar',0,91,224,'en',0,'<p><strong>About Webinar</strong></p><p>AI is evolving into more autonomous, “agentic” systems capable of making independent decisions. This change is transforming the security landscape. For CISOs and security leaders, it means reevaluating strategies to balance innovation and risk. In this panel discussion, industry experts will share real-world use cases and practical ways to leverage Agentic AI for stronger defenses, improved threat detection, and resilient operations.</p>','','full_html'),('webinar',0,91,225,'en',0,'<p><strong>About Webinar</strong></p><p>AI is evolving into more autonomous, “agentic” systems capable of making independent decisions. This change is transforming the security landscape. For CISOs and security leaders, it means reevaluating strategies to balance innovation and risk. In this panel discussion, industry experts will share real-world use cases and practical ways to leverage Agentic AI for stronger defenses, improved threat detection, and resilient operations.</p>','','full_html'),('webinar',0,91,226,'en',0,'<p><strong>About Webinar</strong></p><p>AI is evolving into more autonomous, “agentic” systems capable of making independent decisions. This change is transforming the security landscape. For CISOs and security leaders, it means reevaluating strategies to balance innovation and risk. In this panel discussion, industry experts will share real-world use cases and practical ways to leverage Agentic AI for stronger defenses, improved threat detection, and resilient operations.</p>','','full_html'),('webinar',0,91,227,'en',0,'<p><strong>About Webinar</strong></p><p>AI is evolving into more autonomous, “agentic” systems capable of making independent decisions. This change is transforming the security landscape. For CISOs and security leaders, it means reevaluating strategies to balance innovation and risk. In this panel discussion, industry experts will share real-world use cases and practical ways to leverage Agentic AI for stronger defenses, improved threat detection, and resilient operations.</p>','','full_html'),('webinar',0,91,257,'en',0,'<p><strong>About Webinar</strong></p><p>AI is evolving into more autonomous, “agentic” systems capable of making independent decisions. This change is transforming the security landscape. For CISOs and security leaders, it means reevaluating strategies to balance innovation and risk. In this panel discussion, industry experts will share real-world use cases and practical ways to leverage Agentic AI for stronger defenses, improved threat detection, and resilient operations.</p>','','full_html'),('webinar',0,91,409,'en',0,'<p><strong>About Webinar</strong></p><p>AI is evolving into more autonomous, “agentic” systems capable of making independent decisions. This change is transforming the security landscape. For CISOs and security leaders, it means reevaluating strategies to balance innovation and risk. In this panel discussion, industry experts will share real-world use cases and practical ways to leverage Agentic AI for stronger defenses, improved threat detection, and resilient operations.</p>','','full_html'),('webinar',0,91,434,'en',0,'<p><strong>About Webinar</strong></p><p>AI is evolving into more autonomous, “agentic” systems capable of making independent decisions. This change is transforming the security landscape. For CISOs and security leaders, it means reevaluating strategies to balance innovation and risk. In this panel discussion, industry experts will share real-world use cases and practical ways to leverage Agentic AI for stronger defenses, improved threat detection, and resilient operations.</p>','','full_html'),('webinar',0,91,435,'en',0,'<p><strong>About Webinar</strong></p><p>AI is evolving into more autonomous, “agentic” systems capable of making independent decisions. This change is transforming the security landscape. For CISOs and security leaders, it means reevaluating strategies to balance innovation and risk. In this panel discussion, industry experts will share real-world use cases and practical ways to leverage Agentic AI for stronger defenses, improved threat detection, and resilient operations.</p>','','full_html'),('webinar',0,91,438,'en',0,'<p><strong>About Webinar</strong></p><p>AI is evolving into more autonomous, “agentic” systems capable of making independent decisions. This change is transforming the security landscape. For CISOs and security leaders, it means reevaluating strategies to balance innovation and risk. In this panel discussion, industry experts will share real-world use cases and practical ways to leverage Agentic AI for stronger defenses, improved threat detection, and resilient operations.</p>','','full_html'),('webinar',0,91,491,'en',0,'<p><strong>About Webinar</strong></p><p>AI is evolving into more autonomous, “agentic” systems capable of making independent decisions. This change is transforming the security landscape. For CISOs and security leaders, it means reevaluating strategies to balance innovation and risk. In this panel discussion, industry experts will share real-world use cases and practical ways to leverage Agentic AI for stronger defenses, improved threat detection, and resilient operations.</p>','','full_html'),('webinar',0,91,492,'en',0,'<p><strong>About Webinar</strong></p><p>AI is evolving into more autonomous, “agentic” systems capable of making independent decisions. This change is transforming the security landscape. For CISOs and security leaders, it means reevaluating strategies to balance innovation and risk. In this panel discussion, industry experts will share real-world use cases and practical ways to leverage Agentic AI for stronger defenses, improved threat detection, and resilient operations.</p>','','full_html'),('webinar',0,91,513,'en',0,'<p><strong>About Webinar</strong></p><p>AI is evolving into more autonomous, “agentic” systems capable of making independent decisions. This change is transforming the security landscape. For CISOs and security leaders, it means reevaluating strategies to balance innovation and risk. In this panel discussion, industry experts will share real-world use cases and practical ways to leverage Agentic AI for stronger defenses, improved threat detection, and resilient operations.</p>','','full_html'),('webinar',0,91,571,'en',0,'<p><strong>About Webinar</strong></p><p>AI is evolving into more autonomous, “agentic” systems capable of making independent decisions. This change is transforming the security landscape. For CISOs and security leaders, it means reevaluating strategies to balance innovation and risk. In this panel discussion, industry experts will share real-world use cases and practical ways to leverage Agentic AI for stronger defenses, improved threat detection, and resilient operations.</p>','','full_html'),('webinar',0,91,646,'en',0,'<p><strong>About Webinar</strong></p><p>AI is evolving into more autonomous, “agentic” systems capable of making independent decisions. This change is transforming the security landscape. For CISOs and security leaders, it means reevaluating strategies to balance innovation and risk. In this panel discussion, industry experts will share real-world use cases and practical ways to leverage Agentic AI for stronger defenses, improved threat detection, and resilient operations.</p>','','full_html'),('webinar',0,91,731,'en',0,'<p><strong>About Webinar</strong></p><p>AI is evolving into more autonomous, “agentic” systems capable of making independent decisions. This change is transforming the security landscape. For CISOs and security leaders, it means reevaluating strategies to balance innovation and risk. In this panel discussion, industry experts will share real-world use cases and practical ways to leverage Agentic AI for stronger defenses, improved threat detection, and resilient operations.</p>','','full_html'),('webinar',0,91,748,'en',0,'<h4 class=\"WebinarHeading\"><strong>About Webinar</strong></h4><p>AI is evolving into more autonomous, “agentic” systems capable of making independent decisions. This change is transforming the security landscape. 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The transaction was the largest in the client’s history, substantially expanding its presence both inside the United States as well as in the United Kingdom, Ireland, Hong Kong, Singapore, New Zealand and Australia.</p>','','basic_html'),('client_success',0,111,354,'en',0,'<p>A global legal process outsourcing (LPO) company providing eDiscovery, managed services and litigation support, agreed to purchase a provider of litigation support and information management solutions for law firms and corporate legal departments as a carveout from an unaffiliated enterprise. The transaction was the largest in the client’s history, substantially expanding its presence both inside the United States as well as in the United Kingdom, Ireland, Hong Kong, Singapore, New Zealand and Australia.</p>','','basic_html'),('client_success',0,111,510,'en',0,'<p>A global legal process outsourcing (LPO) company providing eDiscovery, managed services and litigation support, agreed to purchase a provider of litigation support and information management solutions for law firms and corporate legal departments as a carveout from an unaffiliated enterprise. The transaction was the largest in the client’s history, substantially expanding its presence both inside the United States as well as in the United Kingdom, Ireland, Hong Kong, Singapore, New Zealand and Australia.</p>','','basic_html'),('client_success',0,111,588,'en',0,'<p>A global legal process outsourcing (LPO) company providing eDiscovery, managed services and litigation support, agreed to purchase a provider of litigation support and information management solutions for law firms and corporate legal departments as a carveout from an unaffiliated enterprise. The transaction was the largest in the client’s history, substantially expanding its presence both inside the United States as well as in the United Kingdom, Ireland, Hong Kong, Singapore, New Zealand and Australia.</p>','','basic_html'),('client_success',0,112,308,'en',0,'<p>The client is an Illinois based organization dedicated to providing the information, knowledge and skills to the automotive repair industry in collaboration with manufacturers, insurance providers, and equipment manufacturers. The client required a modern platform to deliver their modernized recognition program designed to expand the knowledge and skill levels in the industry delivered through a subscription model. The new application replaces a homegrown solution that had reached its limits from the standpoint of usability, support for emerging standards, and extensibility.</p>','','basic_html'),('client_success',0,112,317,'en',0,'<p>The client is an Illinois based organization dedicated to providing the information, knowledge and skills to the automotive repair industry in collaboration with manufacturers, insurance providers, and equipment manufacturers. The client required a modern platform to deliver their modernized recognition program designed to expand the knowledge and skill levels in the industry delivered through a subscription model. The new application replaces a homegrown solution that had reached its limits from the standpoint of usability, support for emerging standards, and extensibility.</p>','','basic_html'),('client_success',0,112,337,'en',0,'<p>The client is an Illinois based organization dedicated to providing the information, knowledge and skills to the automotive repair industry in collaboration with manufacturers, insurance providers, and equipment manufacturers. The client required a modern platform to deliver their modernized recognition program designed to expand the knowledge and skill levels in the industry delivered through a subscription model. The new application replaces a homegrown solution that had reached its limits from the standpoint of usability, support for emerging standards, and extensibility.</p>','','basic_html'),('client_success',0,112,352,'en',0,'<p>The client is an Illinois based organization dedicated to providing the information, knowledge and skills to the automotive repair industry in collaboration with manufacturers, insurance providers, and equipment manufacturers. The client required a modern platform to deliver their modernized recognition program designed to expand the knowledge and skill levels in the industry delivered through a subscription model. The new application replaces a homegrown solution that had reached its limits from the standpoint of usability, support for emerging standards, and extensibility.</p>','','basic_html'),('client_success',0,112,353,'en',0,'<p>The client is an Illinois based organization dedicated to providing the information, knowledge and skills to the automotive repair industry in collaboration with manufacturers, insurance providers, and equipment manufacturers. The client required a modern platform to deliver their modernized recognition program designed to expand the knowledge and skill levels in the industry delivered through a subscription model. The new application replaces a homegrown solution that had reached its limits from the standpoint of usability, support for emerging standards, and extensibility.</p>','','basic_html'),('client_success',0,112,364,'en',0,'<p>The client is an Illinois based organization dedicated to providing the information, knowledge and skills to the automotive repair industry in collaboration with manufacturers, insurance providers, and equipment manufacturers. The client required a modern platform to deliver their modernized recognition program designed to expand the knowledge and skill levels in the industry delivered through a subscription model. The new application replaces a homegrown solution that had reached its limits from the standpoint of usability, support for emerging standards, and extensibility.</p>','','basic_html'),('client_success',0,112,511,'en',0,'<p>The client is an Illinois based organization dedicated to providing the information, knowledge and skills to the automotive repair industry in collaboration with manufacturers, insurance providers, and equipment manufacturers. The client required a modern platform to deliver their modernized recognition program designed to expand the knowledge and skill levels in the industry delivered through a subscription model. The new application replaces a homegrown solution that had reached its limits from the standpoint of usability, support for emerging standards, and extensibility.</p>','','basic_html'),('client_success',0,112,527,'en',0,'<p>The client is an Illinois based organization dedicated to providing the information, knowledge and skills to the automotive repair industry in collaboration with manufacturers, insurance providers, and equipment manufacturers. The client required a modern platform to deliver their modernized recognition program designed to expand the knowledge and skill levels in the industry delivered through a subscription model. The new application replaces a homegrown solution that had reached its limits from the standpoint of usability, support for emerging standards, and extensibility.</p>','','basic_html'),('client_success',0,112,589,'en',0,'<p>The client is an Illinois based organization dedicated to providing the information, knowledge and skills to the automotive repair industry in collaboration with manufacturers, insurance providers, and equipment manufacturers. The client required a modern platform to deliver their modernized recognition program designed to expand the knowledge and skill levels in the industry delivered through a subscription model. The new application replaces a homegrown solution that had reached its limits from the standpoint of usability, support for emerging standards, and extensibility.</p>','','basic_html'),('client_success',0,112,650,'en',0,'<p>The client is an Illinois based organization dedicated to providing the information, knowledge and skills to the automotive repair industry in collaboration with manufacturers, insurance providers, and equipment manufacturers. The client required a modern platform to deliver their modernized recognition program designed to expand the knowledge and skill levels in the industry delivered through a subscription model. The new application replaces a homegrown solution that had reached its limits from the standpoint of usability, support for emerging standards, and extensibility.</p>','','basic_html'),('client_success',0,112,934,'en',0,'<p>The client is an Illinois based organization dedicated to providing the information, knowledge and skills to the automotive repair industry in collaboration with manufacturers, insurance providers, and equipment manufacturers. The client required a modern platform to deliver their modernized recognition program designed to expand the knowledge and skill levels in the industry delivered through a subscription model. The new application replaces a homegrown solution that had reached its limits from the standpoint of usability, support for emerging standards, and extensibility.</p>','','basic_html'),('client_success',0,113,309,'en',0,'<p>A leading full-service energy logistics company operating a network of over 3,500 miles of crude oil, refined products and natural gas pipelines, 28 crude oil and refined products, truck and marine terminals, natural gas processing complexes, and other facilities.</p>','','basic_html'),('client_success',0,113,321,'en',0,'<p>A leading full-service energy logistics company operating a network of over 3,500 miles of crude oil, refined products and natural gas pipelines, 28 crude oil and refined products, truck and marine terminals, natural gas processing complexes, and other facilities.</p>','','basic_html'),('client_success',0,113,347,'en',0,'<p>A leading full-service energy logistics company operating a network of over 3,500 miles of crude oil, refined products and natural gas pipelines, 28 crude oil and refined products, truck and marine terminals, natural gas processing complexes, and other facilities.</p>','','basic_html'),('client_success',0,113,349,'en',0,'<p>A leading full-service energy logistics company operating a network of over 3,500 miles of crude oil, refined products and natural gas pipelines, 28 crude oil and refined products, truck and marine terminals, natural gas processing complexes, and other facilities.</p>','','basic_html'),('client_success',0,113,351,'en',0,'<p>A leading full-service energy logistics company operating a network of over 3,500 miles of crude oil, refined products and natural gas pipelines, 28 crude oil and refined products, truck and marine terminals, natural gas processing complexes, and other facilities.</p>','','basic_html'),('client_success',0,113,372,'en',0,'<p>A leading full-service energy logistics company operating a network of over 3,500 miles of crude oil, refined products and natural gas pipelines, 28 crude oil and refined products, truck and marine terminals, natural gas processing complexes, and other facilities.</p>','','basic_html'),('client_success',0,113,512,'en',0,'<p>A leading full-service energy logistics company operating a network of over 3,500 miles of crude oil, refined products and natural gas pipelines, 28 crude oil and refined products, truck and marine terminals, natural gas processing complexes, and other facilities.</p>','','basic_html'),('client_success',0,113,590,'en',0,'<p>A leading full-service energy logistics company operating a network of over 3,500 miles of crude oil, refined products and natural gas pipelines, 28 crude oil and refined products, truck and marine terminals, natural gas processing complexes, and other facilities.</p>','','basic_html'),('unique_template_pages',0,115,386,'en',0,'<p>Digital technology adoption is vital for all organizations.<br>The Security in the Digital DNA of an organization is critical to their sustainable 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Solution Conception, Implementation, and Support.</p>','','basic_html'),('services',0,117,805,'en',0,'<p>We deliver elegant, right-sized solutions to meet your<br>business needs, from Strategy to Solution Conception, Implementation, and Support.</p>','','basic_html'),('services',0,117,864,'en',0,'<p>We deliver elegant, right-sized solutions to meet your<br>business needs, from Strategy to Solution Conception, Implementation, and Support.</p>','','basic_html'),('services',0,117,870,'en',0,'<p>We deliver elegant, right-sized solutions to meet your<br>business needs, from Strategy to Solution Conception, Implementation, and Support.</p>','','basic_html'),('services',0,117,882,'en',0,'<p class=\"short_description\">We deliver elegant, right-sized solutions to meet your<br>business needs, from Strategy to Solution Conception, Implementation, and Support.</p>','','full_html'),('services',0,117,891,'en',0,'<p class=\"short_description\"><span>We deliver elegant, right-sized solutions to meet your</span> <span>business needs, from Strategy to Solution Conception, Implementation, and Support.</span></p>','','full_html'),('services',0,117,907,'en',0,'<p class=\"short_description\"><span>We deliver elegant, right-sized solutions to meet your</span> <span>business needs, from Strategy to Solution Conception, Implementation, and Support.</span></p>','','full_html'),('services',0,117,913,'en',0,'<p class=\"short_description\"><span>We deliver elegant, right-sized solutions to meet your</span> <span>business needs, from Strategy to Solution Conception, Implementation, and Support.</span></p>','','full_html'),('services',0,117,937,'en',0,'<p class=\"short_description\"><span>We deliver elegant, right-sized solutions to meet your</span> <span>business needs, from Strategy to Solution Conception, Implementation, and Support.</span></p>','','full_html'),('services',0,117,938,'en',0,'<p class=\"short_description\"><span>We deliver elegant, right-sized solutions to meet your</span> <span>business needs, from Strategy to Solution Conception, Implementation, and Support.</span></p>','','full_html'),('services',0,117,948,'en',0,'<p class=\"short_description\"><span>We deliver elegant, right-sized solutions to meet your</span> <span>business needs, from Strategy to Solution Conception, Implementation, and Support.</span></p>','','full_html'),('services',0,117,949,'en',0,'<p class=\"short_description\"><span>We deliver elegant, right-sized solutions to meet your</span> <span>business needs, from Strategy to Solution Conception, Implementation, and Support.</span></p>','','full_html'),('services',0,117,950,'en',0,'<p class=\"short_description\"><span>We deliver elegant, right-sized solutions to meet your</span> <span>business needs, from Strategy to Solution Conception, Implementation, and Support.</span></p>','','full_html'),('services',0,117,951,'en',0,'<p class=\"short_description\"><span>We deliver elegant, right-sized solutions to meet your</span> <span>business needs, from Strategy to Solution Conception, Implementation, and Support.</span></p>','','full_html'),('services',0,117,961,'en',0,'<p class=\"short_description\"><span>We deliver elegant, right-sized solutions to meet your</span> <span>business needs, from Strategy to Solution Conception, Implementation, and Support.</span></p>','','full_html'),('services',0,118,418,'en',0,'<p>As you drive your business with Digital Transformation,<br>we help make it Cyber Resilient across IT, OT, IoT, and People.</p>','','basic_html'),('services',0,118,419,'en',0,'<p>As you drive your business with Digital Transformation,<br>we help make it Cyber Resilient across IT, OT, IoT, and People.</p>','','basic_html'),('services',0,118,420,'en',0,'<p>As you drive your business with Digital Transformation,<br>we help make it Cyber Resilient across IT, OT, IoT, and People.</p>','','basic_html'),('services',0,118,429,'en',0,'<p>As you drive your business with Digital Transformation,<br>we help make it Cyber 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class=\"short_description\"><span>In an increasingly data-driven future, we guide you on the path to data enlightenment, leveraging Advanced Analytics,</span> <span>AI, and Machine Learning.</span></p>','','full_html'),('specialization_pages',0,123,441,'en',0,'<p class=\"short_description\"><span>We develop innovative solutions to unleash the full power of the Salesforce platform for your business.</span></p>','','full_html'),('specialization_pages',0,124,442,'en',0,'<p class=\"short_description\"><span>We enhance modern workplace and collaboration</span> <span>with the Microsoft Technology Stack. Microsoft</span> <span>provides the technology, and we provide the know-how, creating unparalleled value.</span></p>','','full_html'),('specialization_pages',0,125,443,'en',0,'<p class=\"short_description\"><span>Our expertise spans Cyber-People, Cyber-Processes,Cyber-Technologies, and Cyber Governance. We help you specialize and</span> <span>excel in your business while staying secure.</span></p>','','full_html'),('specialization_pages',0,126,444,'en',0,'<p class=\"short_description\"><span>Streamline workflows, automate processes, and drive innovation effortlessly.</span> <span>With ServiceNow, transform your business for a smarter, seamless future.</span></p>','','full_html'),('blog',0,131,493,'en',0,'<p>Across industries, employees are quietly embracing generative and agentic AI to work faster and smarter, using chatbots to draft content, summarize data, and even code through “vibe coding.”</p><p>A recent KPMG study reveals that 58% of employees now use AI tools daily, often because they outperform enterprise systems. But speed without oversight creates exposure. Nearly half admit to uploading sensitive company data to unauthorized platforms. What began as a productivity boost is quickly becoming a hidden security threat operating inside the firewall.</p><p><strong>Potential Security Threats Executives Should Not Ignore</strong></p><p>Shadow AI does not attack from the outside; it emerges quietly within enterprise workflows, making it especially dangerous Below are the most pressing threats organizations face today:</p><img src=\"/sites/default/files/inline-images/Blog_Creative_image_1.png\" data-entity-uuid=\"84c0384c-25a0-4401-a498-140829c1cbe8\" data-entity-type=\"file\" width=\"879\" height=\"210\"><ol><li><p><strong>Sensitive Data Leakage and Exposure</strong></p><p><br>Employees often paste confidential information, customer details, codes, and strategy documents into public AI tools. That data may be retained by third-party systems, creating irreversible exposure with no audit trail.</p></li><li><p><strong>AI-Powered Attack Amplification</strong></p><p><br>Leaked outputs from unsanctioned AI use can be repurposed by adversaries to design far more convincing attacks. Threat actors can build tailored phishing, voice, or video impersonations and social-engineering schemes that closely mirror an organization’s tone and procedures, which increases the likelihood of successful compromise.</p></li><li><p><strong>Compliance Violations</strong></p><p>Shadow AI can breach data privacy laws such as GDPR, HIPAA, or SOC 2. Because these tools operate outside corporate compliance frameworks, they bypass consent, retention, and auditing controls.</p></li><li><p><strong>Model Manipulation and Bias Risks</strong></p><p><br>Unverified AI models can generate inaccurate, biased, or misleading outputs that influence decisions, from HR screening to financial projections. Without governance, these models can quietly distort operations.</p></li><li><p><strong>Data Exfiltration at Scale</strong></p><p><br>Shadow AI does not just leak data; it learns from it. Each prompt containing proprietary details reveals how teams work, decide, and think. Over time, these interactions can expose an organization’s logic, strategy, and IP, creating a continuous flow of insight leaving the enterprise without detection.</p><p>These risks are no longer theoretical; they represent an evolving cyber threat vector that traditional controls cannot detect or mitigate.</p></li></ol><p><strong>The Hidden Cost of Unchecked AI Use</strong></p><p>The danger of Shadow AI extends beyond cost exposure; it is a governance gap that undermines trust and accountability.</p><p><img src=\"/sites/default/files/inline-images/BlogCreative2.png\" data-entity-uuid=\"c488f7b8-5bee-430d-a024-9f155f60479c\" data-entity-type=\"file\" width=\"423\" height=\"466\"></p><p>AI models trained on uncontrolled data can produce outputs that distort business logic or introduce regulatory violations. Worse, when AI operates outside enterprise oversight, compliance teams lose visibility into data lineage, model reliability, and decision integrity.</p><p>Unverified external servers may store a single query containing sensitive information indefinitely, thereby exposing the organization to financial, legal, and reputational risk.</p><p>In the era of accelerated AI adoption, an unmanaged AI ecosystem has become the new insider threat.</p><p><strong>Building a Governance Model for Shadow AI</strong></p><p>Employees use unapproved AI tools to solve real problems, not to bypass policy. Forward-thinking leaders can transform this behavior into a managed advantage.</p><p>Build secure AI sandboxes where teams can safely experiment using anonymized or synthetic data. Deploy AI-aware data loss prevention (DLP) and cloud access security broker (CASB) solutions to improve visibility. Classify tools as approved, restricted, or prohibited based on assessed risk.</p><p><img src=\"/sites/default/files/inline-images/BlogCreative3.png\" data-entity-uuid=\"68534c99-42ee-4afe-be6e-08ef92c3da3d\" data-entity-type=\"file\" width=\"570\" height=\"403\"></p><p>Shift the mindset from enforcement to enablement by promoting transparency, open reporting, and continuous training. Learn from employee innovation patterns to accelerate enterprise AI adoption securely.</p><p>Shadow AI cannot be eliminated, but it can be governed. Effective governance is not restriction; it is about creating guardrails where innovation can thrive responsibly.</p><p><strong>Leadership’s Role: From Awareness to Action</strong></p><p>For today’s C-suite, Shadow AI is not just a technical challenge; it is a strategic and cultural one.</p><p>Every decision carries a digital dependency, and every digital process leaves an AI footprint. Whether an organization embraces AI or hesitates, the risks already live within its workflows.</p><p>Leaders must guide the shift from “move fast” to “move smart.”<br>That means fostering innovation while enforcing ethical, transparent, and compliant use of AI. The strongest AI-driven enterprises will be those that govern innovation well, not those that simply adopt it first.</p><p><strong>The Next Step: Enable Innovation Without the Shadow AI</strong></p><p>The rise of Shadow AI marks a pivotal moment in enterprise governance.</p><p>If left unchecked, it can undermine compliance, trust, and data integrity.<br>If governed effectively, it becomes a powerful catalyst for secure, compliant, and scalable innovation.</p><p>To help business leaders balance control with creativity, DivIHN Integration, Inc. invites you to an exclusive webinar:</p><p><strong>“Enable Innovation Without the Shadow AI”</strong></p><p>Join industry experts and technology leaders as they share actionable strategies for governing AI responsibly, protecting data, and accelerating enterprise innovation through secure, managed adoption.</p><p><strong>Date:</strong> Thursday, November 13, 2025<br><strong>Time:</strong> 11:00 AM to 12:00 PM CT</p>','','full_html'),('blog',0,131,494,'en',0,'<p>Across industries, employees are quietly embracing generative and agentic AI to work faster and smarter, using chatbots to draft content, summarize data, and even code through “vibe coding.”</p><p>A recent KPMG study reveals that 58% of employees now use AI tools daily, often because they outperform enterprise systems. But speed without oversight creates exposure. Nearly half admit to uploading sensitive company data to unauthorized platforms. What began as a productivity boost is quickly becoming a hidden security threat operating inside the firewall.</p><p><strong>Potential Security Threats Executives Should Not Ignore</strong></p><p>Shadow AI does not attack from the outside; it emerges quietly within enterprise workflows, making it especially dangerous Below are the most pressing threats organizations face today:</p><img src=\"/sites/default/files/inline-images/Blog_Creative_image_1.png\" data-entity-uuid=\"84c0384c-25a0-4401-a498-140829c1cbe8\" data-entity-type=\"file\" width=\"879\" height=\"210\"><ol><li><p><strong>Sensitive Data Leakage and Exposure</strong></p><p><br>Employees often paste confidential information, customer details, codes, and strategy documents into public AI tools. That data may be retained by third-party systems, creating irreversible exposure with no audit trail.</p></li><li><p><strong>AI-Powered Attack Amplification</strong></p><p><br>Leaked outputs from unsanctioned AI use can be repurposed by adversaries to design far more convincing attacks. Threat actors can build tailored phishing, voice, or video impersonations and social-engineering schemes that closely mirror an organization’s tone and procedures, which increases the likelihood of successful compromise.</p></li><li><p><strong>Compliance Violations</strong></p><p>Shadow AI can breach data privacy laws such as GDPR, HIPAA, or SOC 2. Because these tools operate outside corporate compliance frameworks, they bypass consent, retention, and auditing controls.</p></li><li><p><strong>Model Manipulation and Bias Risks</strong></p><p><br>Unverified AI models can generate inaccurate, biased, or misleading outputs that influence decisions, from HR screening to financial projections. Without governance, these models can quietly distort operations.</p></li><li><p><strong>Data Exfiltration at Scale</strong></p><p><br>Shadow AI does not just leak data; it learns from it. Each prompt containing proprietary details reveals how teams work, decide, and think. Over time, these interactions can expose an organization’s logic, strategy, and IP, creating a continuous flow of insight leaving the enterprise without detection.</p><p>These risks are no longer theoretical; they represent an evolving cyber threat vector that traditional controls cannot detect or mitigate.</p></li></ol><p><strong>The Hidden Cost of Unchecked AI Use</strong></p><p>The danger of Shadow AI extends beyond cost exposure; it is a governance gap that undermines trust and accountability.</p><p><img src=\"/sites/default/files/inline-images/BlogCreative2.png\" data-entity-uuid=\"c488f7b8-5bee-430d-a024-9f155f60479c\" data-entity-type=\"file\" width=\"423\" height=\"466\"></p><p>AI models trained on uncontrolled data can produce outputs that distort business logic or introduce regulatory violations. Worse, when AI operates outside enterprise oversight, compliance teams lose visibility into data lineage, model reliability, and decision integrity.</p><p>Unverified external servers may store a single query containing sensitive information indefinitely, thereby exposing the organization to financial, legal, and reputational risk.</p><p>In the era of accelerated AI adoption, an unmanaged AI ecosystem has become the new insider threat.</p><p><strong>Building a Governance Model for Shadow AI</strong></p><p>Employees use unapproved AI tools to solve real problems, not to bypass policy. Forward-thinking leaders can transform this behavior into a managed advantage.</p><p>Build secure AI sandboxes where teams can safely experiment using anonymized or synthetic data. Deploy AI-aware data loss prevention (DLP) and cloud access security broker (CASB) solutions to improve visibility. Classify tools as approved, restricted, or prohibited based on assessed risk.</p><p><img src=\"/sites/default/files/inline-images/BlogCreative3.png\" data-entity-uuid=\"68534c99-42ee-4afe-be6e-08ef92c3da3d\" data-entity-type=\"file\" width=\"570\" height=\"403\"></p><p>Shift the mindset from enforcement to enablement by promoting transparency, open reporting, and continuous training. Learn from employee innovation patterns to accelerate enterprise AI adoption securely.</p><p>Shadow AI cannot be eliminated, but it can be governed. Effective governance is not restriction; it is about creating guardrails where innovation can thrive responsibly.</p><p><strong>Leadership’s Role: From Awareness to Action</strong></p><p>For today’s C-suite, Shadow AI is not just a technical challenge; it is a strategic and cultural one.</p><p>Every decision carries a digital dependency, and every digital process leaves an AI footprint. Whether an organization embraces AI or hesitates, the risks already live within its workflows.</p><p>Leaders must guide the shift from “move fast” to “move smart.”<br>That means fostering innovation while enforcing ethical, transparent, and compliant use of AI. The strongest AI-driven enterprises will be those that govern innovation well, not those that simply adopt it first.</p><p><strong>The Next Step: Enable Innovation Without the Shadow AI</strong></p><p>The rise of Shadow AI marks a pivotal moment in enterprise governance.</p><p>If left unchecked, it can undermine compliance, trust, and data integrity.<br>If governed effectively, it becomes a powerful catalyst for secure, compliant, and scalable innovation.</p><p>To help business leaders balance control with creativity, DivIHN Integration, Inc. invites you to an exclusive webinar:</p><p><strong>“Enable Innovation Without the Shadow AI”</strong></p><p>Join industry experts and technology leaders as they share actionable strategies for governing AI responsibly, protecting data, and accelerating enterprise innovation through secure, managed adoption.</p><p><strong>Date:</strong> Thursday, November 13, 2025<br><strong>Time:</strong> 11:00 AM to 12:00 PM CT</p>','','full_html'),('blog',0,131,572,'en',0,'<p>Across industries, employees are quietly embracing generative and agentic AI to work faster and smarter, using chatbots to draft content, summarize data, and even code through “vibe coding.”</p><p>A recent KPMG study reveals that 58% of employees now use AI tools daily, often because they outperform enterprise systems. But speed without oversight creates exposure. Nearly half admit to uploading sensitive company data to unauthorized platforms. What began as a productivity boost is quickly becoming a hidden security threat operating inside the firewall.</p><p><strong>Potential Security Threats Executives Should Not Ignore</strong></p><p>Shadow AI does not attack from the outside; it emerges quietly within enterprise workflows, making it especially dangerous Below are the most pressing threats organizations face today:</p><img src=\"/sites/default/files/inline-images/Blog_Creative_image_1.png\" data-entity-uuid=\"84c0384c-25a0-4401-a498-140829c1cbe8\" data-entity-type=\"file\" width=\"879\" height=\"210\"><ol><li><p><strong>Sensitive Data Leakage and Exposure</strong></p><p><br>Employees often paste confidential information, customer details, codes, and strategy documents into public AI tools. That data may be retained by third-party systems, creating irreversible exposure with no audit trail.</p></li><li><p><strong>AI-Powered Attack Amplification</strong></p><p><br>Leaked outputs from unsanctioned AI use can be repurposed by adversaries to design far more convincing attacks. Threat actors can build tailored phishing, voice, or video impersonations and social-engineering schemes that closely mirror an organization’s tone and procedures, which increases the likelihood of successful compromise.</p></li><li><p><strong>Compliance Violations</strong></p><p>Shadow AI can breach data privacy laws such as GDPR, HIPAA, or SOC 2. Because these tools operate outside corporate compliance frameworks, they bypass consent, retention, and auditing controls.</p></li><li><p><strong>Model Manipulation and Bias Risks</strong></p><p><br>Unverified AI models can generate inaccurate, biased, or misleading outputs that influence decisions, from HR screening to financial projections. Without governance, these models can quietly distort operations.</p></li><li><p><strong>Data Exfiltration at Scale</strong></p><p><br>Shadow AI does not just leak data; it learns from it. Each prompt containing proprietary details reveals how teams work, decide, and think. Over time, these interactions can expose an organization’s logic, strategy, and IP, creating a continuous flow of insight leaving the enterprise without detection.</p><p>These risks are no longer theoretical; they represent an evolving cyber threat vector that traditional controls cannot detect or mitigate.</p></li></ol><p><strong>The Hidden Cost of Unchecked AI Use</strong></p><p>The danger of Shadow AI extends beyond cost exposure; it is a governance gap that undermines trust and accountability.</p><p><img src=\"/sites/default/files/inline-images/BlogCreative2.png\" data-entity-uuid=\"c488f7b8-5bee-430d-a024-9f155f60479c\" data-entity-type=\"file\" width=\"423\" height=\"466\"></p><p>AI models trained on uncontrolled data can produce outputs that distort business logic or introduce regulatory violations. Worse, when AI operates outside enterprise oversight, compliance teams lose visibility into data lineage, model reliability, and decision integrity.</p><p>Unverified external servers may store a single query containing sensitive information indefinitely, thereby exposing the organization to financial, legal, and reputational risk.</p><p>In the era of accelerated AI adoption, an unmanaged AI ecosystem has become the new insider threat.</p><p><strong>Building a Governance Model for Shadow AI</strong></p><p>Employees use unapproved AI tools to solve real problems, not to bypass policy. Forward-thinking leaders can transform this behavior into a managed advantage.</p><p>Build secure AI sandboxes where teams can safely experiment using anonymized or synthetic data. Deploy AI-aware data loss prevention (DLP) and cloud access security broker (CASB) solutions to improve visibility. Classify tools as approved, restricted, or prohibited based on assessed risk.</p><p><img src=\"/sites/default/files/inline-images/BlogCreative3.png\" data-entity-uuid=\"68534c99-42ee-4afe-be6e-08ef92c3da3d\" data-entity-type=\"file\" width=\"570\" height=\"403\"></p><p>Shift the mindset from enforcement to enablement by promoting transparency, open reporting, and continuous training. Learn from employee innovation patterns to accelerate enterprise AI adoption securely.</p><p>Shadow AI cannot be eliminated, but it can be governed. Effective governance is not restriction; it is about creating guardrails where innovation can thrive responsibly.</p><p><strong>Leadership’s Role: From Awareness to Action</strong></p><p>For today’s C-suite, Shadow AI is not just a technical challenge; it is a strategic and cultural one.</p><p>Every decision carries a digital dependency, and every digital process leaves an AI footprint. Whether an organization embraces AI or hesitates, the risks already live within its workflows.</p><p>Leaders must guide the shift from “move fast” to “move smart.”<br>That means fostering innovation while enforcing ethical, transparent, and compliant use of AI. The strongest AI-driven enterprises will be those that govern innovation well, not those that simply adopt it first.</p><p><strong>The Next Step: Enable Innovation Without the Shadow AI</strong></p><p>The rise of Shadow AI marks a pivotal moment in enterprise governance.</p><p>If left unchecked, it can undermine compliance, trust, and data integrity.<br>If governed effectively, it becomes a powerful catalyst for secure, compliant, and scalable innovation.</p><p>To help business leaders balance control with creativity, DivIHN Integration, Inc. invites you to an exclusive webinar:</p><p><strong>“Enable Innovation Without the Shadow AI”</strong></p><p>Join industry experts and technology leaders as they share actionable strategies for governing AI responsibly, protecting data, and accelerating enterprise innovation through secure, managed adoption.</p><p><strong>Date:</strong> Thursday, November 13, 2025<br><strong>Time:</strong> 11:00 AM to 12:00 PM CT</p>','','full_html'),('blog',0,131,647,'en',0,'<p>Across industries, employees are quietly embracing generative and agentic AI to work faster and smarter, using chatbots to draft content, summarize data, and even code through “vibe coding.”</p><p>A recent KPMG study reveals that 58% of employees now use AI tools daily, often because they outperform enterprise systems. But speed without oversight creates exposure. Nearly half admit to uploading sensitive company data to unauthorized platforms. What began as a productivity boost is quickly becoming a hidden security threat operating inside the firewall.</p><p><strong>Potential Security Threats Executives Should Not Ignore</strong></p><p>Shadow AI does not attack from the outside; it emerges quietly within enterprise workflows, making it especially dangerous Below are the most pressing threats organizations face today:</p><img src=\"/sites/default/files/inline-images/Blog_Creative_image_1.png\" data-entity-uuid=\"84c0384c-25a0-4401-a498-140829c1cbe8\" data-entity-type=\"file\" width=\"879\" height=\"210\"><ol><li><p><strong>Sensitive Data Leakage and Exposure</strong></p><p><br>Employees often paste confidential information, customer details, codes, and strategy documents into public AI tools. That data may be retained by third-party systems, creating irreversible exposure with no audit trail.</p></li><li><p><strong>AI-Powered Attack Amplification</strong></p><p><br>Leaked outputs from unsanctioned AI use can be repurposed by adversaries to design far more convincing attacks. Threat actors can build tailored phishing, voice, or video impersonations and social-engineering schemes that closely mirror an organization’s tone and procedures, which increases the likelihood of successful compromise.</p></li><li><p><strong>Compliance Violations</strong></p><p>Shadow AI can breach data privacy laws such as GDPR, HIPAA, or SOC 2. Because these tools operate outside corporate compliance frameworks, they bypass consent, retention, and auditing controls.</p></li><li><p><strong>Model Manipulation and Bias Risks</strong></p><p><br>Unverified AI models can generate inaccurate, biased, or misleading outputs that influence decisions, from HR screening to financial projections. Without governance, these models can quietly distort operations.</p></li><li><p><strong>Data Exfiltration at Scale</strong></p><p><br>Shadow AI does not just leak data; it learns from it. Each prompt containing proprietary details reveals how teams work, decide, and think. Over time, these interactions can expose an organization’s logic, strategy, and IP, creating a continuous flow of insight leaving the enterprise without detection.</p><p>These risks are no longer theoretical; they represent an evolving cyber threat vector that traditional controls cannot detect or mitigate.</p></li></ol><p><strong>The Hidden Cost of Unchecked AI Use</strong></p><p>The danger of Shadow AI extends beyond cost exposure; it is a governance gap that undermines trust and accountability.</p><p><img src=\"/sites/default/files/inline-images/BlogCreative2.png\" data-entity-uuid=\"c488f7b8-5bee-430d-a024-9f155f60479c\" data-entity-type=\"file\" width=\"423\" height=\"466\"></p><p>AI models trained on uncontrolled data can produce outputs that distort business logic or introduce regulatory violations. Worse, when AI operates outside enterprise oversight, compliance teams lose visibility into data lineage, model reliability, and decision integrity.</p><p>Unverified external servers may store a single query containing sensitive information indefinitely, thereby exposing the organization to financial, legal, and reputational risk.</p><p>In the era of accelerated AI adoption, an unmanaged AI ecosystem has become the new insider threat.</p><p><strong>Building a Governance Model for Shadow AI</strong></p><p>Employees use unapproved AI tools to solve real problems, not to bypass policy. Forward-thinking leaders can transform this behavior into a managed advantage.</p><p>Build secure AI sandboxes where teams can safely experiment using anonymized or synthetic data. Deploy AI-aware data loss prevention (DLP) and cloud access security broker (CASB) solutions to improve visibility. Classify tools as approved, restricted, or prohibited based on assessed risk.</p><p><img src=\"/sites/default/files/inline-images/BlogCreative3.png\" data-entity-uuid=\"68534c99-42ee-4afe-be6e-08ef92c3da3d\" data-entity-type=\"file\" width=\"570\" height=\"403\"></p><p>Shift the mindset from enforcement to enablement by promoting transparency, open reporting, and continuous training. Learn from employee innovation patterns to accelerate enterprise AI adoption securely.</p><p>Shadow AI cannot be eliminated, but it can be governed. Effective governance is not restriction; it is about creating guardrails where innovation can thrive responsibly.</p><p><strong>Leadership’s Role: From Awareness to Action</strong></p><p>For today’s C-suite, Shadow AI is not just a technical challenge; it is a strategic and cultural one.</p><p>Every decision carries a digital dependency, and every digital process leaves an AI footprint. Whether an organization embraces AI or hesitates, the risks already live within its workflows.</p><p>Leaders must guide the shift from “move fast” to “move smart.”<br>That means fostering innovation while enforcing ethical, transparent, and compliant use of AI. The strongest AI-driven enterprises will be those that govern innovation well, not those that simply adopt it first.</p><p><strong>The Next Step: Enable Innovation Without the Shadow AI</strong></p><p>The rise of Shadow AI marks a pivotal moment in enterprise governance.</p><p>If left unchecked, it can undermine compliance, trust, and data integrity.<br>If governed effectively, it becomes a powerful catalyst for secure, compliant, and scalable innovation.</p><p>To help business leaders balance control with creativity, DivIHN Integration, Inc. invites you to an exclusive webinar:</p><p><strong>“Enable Innovation Without the Shadow AI”</strong></p><p>Join industry experts and technology leaders as they share actionable strategies for governing AI responsibly, protecting data, and accelerating enterprise innovation through secure, managed adoption.</p><p><strong>Date:</strong> Thursday, November 13, 2025<br><strong>Time:</strong> 11:00 AM to 12:00 PM CT</p>','','full_html'),('blog',0,131,753,'en',0,'<p>Across industries, employees are quietly embracing generative and agentic AI to work faster and smarter, using chatbots to draft content, summarize data, and even code through “vibe coding.”</p><p>A recent KPMG study reveals that 58% of employees now use AI tools daily, often because they outperform enterprise systems. But speed without oversight creates exposure. Nearly half admit to uploading sensitive company data to unauthorized platforms. What began as a productivity boost is quickly becoming a hidden security threat operating inside the firewall.</p><p><strong>Potential Security Threats Executives Should Not Ignore</strong></p><p>Shadow AI does not attack from the outside; it emerges quietly within enterprise workflows, making it especially dangerous Below are the most pressing threats organizations face today:</p><img src=\"/sites/default/files/inline-images/Blog_Creative_image_1.png\" data-entity-uuid=\"84c0384c-25a0-4401-a498-140829c1cbe8\" data-entity-type=\"file\" width=\"879\" height=\"210\" alt=\"Top 5 Risks executives should now\"><ol><li><p><strong>Sensitive Data Leakage and Exposure</strong></p><p><br>Employees often paste confidential information, customer details, codes, and strategy documents into public AI tools. That data may be retained by third-party systems, creating irreversible exposure with no audit trail.</p></li><li><p><strong>AI-Powered Attack Amplification</strong></p><p><br>Leaked outputs from unsanctioned AI use can be repurposed by adversaries to design far more convincing attacks. Threat actors can build tailored phishing, voice, or video impersonations and social-engineering schemes that closely mirror an organization’s tone and procedures, which increases the likelihood of successful compromise.</p></li><li><p><strong>Compliance Violations</strong></p><p>Shadow AI can breach data privacy laws such as GDPR, HIPAA, or SOC 2. Because these tools operate outside corporate compliance frameworks, they bypass consent, retention, and auditing controls.</p></li><li><p><strong>Model Manipulation and Bias Risks</strong></p><p><br>Unverified AI models can generate inaccurate, biased, or misleading outputs that influence decisions, from HR screening to financial projections. Without governance, these models can quietly distort operations.</p></li><li><p><strong>Data Exfiltration at Scale</strong></p><p><br>Shadow AI does not just leak data; it learns from it. Each prompt containing proprietary details reveals how teams work, decide, and think. Over time, these interactions can expose an organization’s logic, strategy, and IP, creating a continuous flow of insight leaving the enterprise without detection.</p><p>These risks are no longer theoretical; they represent an evolving cyber threat vector that traditional controls cannot detect or mitigate.</p></li></ol><p><strong>The Hidden Cost of Unchecked AI Use</strong></p><p>The danger of Shadow AI extends beyond cost exposure; it is a governance gap that undermines trust and accountability.</p><p><img src=\"/sites/default/files/inline-images/BlogCreative2.png\" data-entity-uuid=\"c488f7b8-5bee-430d-a024-9f155f60479c\" data-entity-type=\"file\" width=\"423\" height=\"466\" alt=\"vertice 2025 source \"></p><p>AI models trained on uncontrolled data can produce outputs that distort business logic or introduce regulatory violations. Worse, when AI operates outside enterprise oversight, compliance teams lose visibility into data lineage, model reliability, and decision integrity.</p><p>Unverified external servers may store a single query containing sensitive information indefinitely, thereby exposing the organization to financial, legal, and reputational risk.</p><p>In the era of accelerated AI adoption, an unmanaged AI ecosystem has become the new insider threat.</p><p><strong>Building a Governance Model for Shadow AI</strong></p><p>Employees use unapproved AI tools to solve real problems, not to bypass policy. Forward-thinking leaders can transform this behavior into a managed advantage.</p><p>Build secure AI sandboxes where teams can safely experiment using anonymized or synthetic data. Deploy AI-aware data loss prevention (DLP) and cloud access security broker (CASB) solutions to improve visibility. Classify tools as approved, restricted, or prohibited based on assessed risk.</p><p><img src=\"/sites/default/files/inline-images/BlogCreative3.png\" data-entity-uuid=\"68534c99-42ee-4afe-be6e-08ef92c3da3d\" data-entity-type=\"file\" width=\"570\" height=\"403\" alt=\"Vertice 2025 Source\"></p><p>Shift the mindset from enforcement to enablement by promoting transparency, open reporting, and continuous training. Learn from employee innovation patterns to accelerate enterprise AI adoption securely.</p><p>Shadow AI cannot be eliminated, but it can be governed. Effective governance is not restriction; it is about creating guardrails where innovation can thrive responsibly.</p><p><strong>Leadership’s Role: From Awareness to Action</strong></p><p>For today’s C-suite, Shadow AI is not just a technical challenge; it is a strategic and cultural one.</p><p>Every decision carries a digital dependency, and every digital process leaves an AI footprint. Whether an organization embraces AI or hesitates, the risks already live within its workflows.</p><p>Leaders must guide the shift from “move fast” to “move smart.”<br>That means fostering innovation while enforcing ethical, transparent, and compliant use of AI. The strongest AI-driven enterprises will be those that govern innovation well, not those that simply adopt it first.</p><p><strong>The Next Step: Enable Innovation Without the Shadow AI</strong></p><p>The rise of Shadow AI marks a pivotal moment in enterprise governance.</p><p>If left unchecked, it can undermine compliance, trust, and data integrity.<br>If governed effectively, it becomes a powerful catalyst for secure, compliant, and scalable innovation.</p><p>To help business leaders balance control with creativity, DivIHN Integration, Inc. invites you to an exclusive webinar:</p><p><strong>“Enable Innovation Without the Shadow AI”</strong></p><p>Join industry experts and technology leaders as they share actionable strategies for governing AI responsibly, protecting data, and accelerating enterprise innovation through secure, managed adoption.</p><p><strong>Date:</strong> Thursday, November 13, 2025<br><strong>Time:</strong> 11:00 AM to 12:00 PM CT</p>','','full_html'),('blog',0,131,822,'en',0,'<p>Across industries, employees are quietly embracing generative and agentic AI to work faster and smarter, using chatbots to draft content, summarize data, and even code through “vibe coding.”</p><p>A recent KPMG study reveals that 58% of employees now use AI tools daily, often because they outperform enterprise systems. But speed without oversight creates exposure. Nearly half admit to uploading sensitive company data to unauthorized platforms. What began as a productivity boost is quickly becoming a hidden security threat operating inside the firewall.</p><p><strong>Potential Security Threats Executives Should Not Ignore</strong></p><p>Shadow AI does not attack from the outside; it emerges quietly within enterprise workflows, making it especially dangerous Below are the most pressing threats organizations face today:</p><img src=\"/sites/default/files/inline-images/Blog_Creative_image_1.png\" data-entity-uuid=\"84c0384c-25a0-4401-a498-140829c1cbe8\" data-entity-type=\"file\" alt=\"Top 5 Risks executives should now\" width=\"879\" height=\"210\"><ol><li><p><strong>Sensitive Data Leakage and Exposure</strong></p><p><br>Employees often paste confidential information, customer details, codes, and strategy documents into public AI tools. That data may be retained by third-party systems, creating irreversible exposure with no audit trail.</p></li><li><p><strong>AI-Powered Attack Amplification</strong></p><p><br>Leaked outputs from unsanctioned AI use can be repurposed by adversaries to design far more convincing attacks. Threat actors can build tailored phishing, voice, or video impersonations and social-engineering schemes that closely mirror an organization’s tone and procedures, which increases the likelihood of successful compromise.</p></li><li><p><strong>Compliance Violations</strong></p><p>Shadow AI can breach data privacy laws such as GDPR, HIPAA, or SOC 2. Because these tools operate outside corporate compliance frameworks, they bypass consent, retention, and auditing controls.</p></li><li><p><strong>Model Manipulation and Bias Risks</strong></p><p><br>Unverified AI models can generate inaccurate, biased, or misleading outputs that influence decisions, from HR screening to financial projections. Without governance, these models can quietly distort operations.</p></li><li><p><strong>Data Exfiltration at Scale</strong></p><p><br>Shadow AI does not just leak data; it learns from it. Each prompt containing proprietary details reveals how teams work, decide, and think. Over time, these interactions can expose an organization’s logic, strategy, and IP, creating a continuous flow of insight leaving the enterprise without detection.</p><p>These risks are no longer theoretical; they represent an evolving cyber threat vector that traditional controls cannot detect or mitigate.</p></li></ol><p><strong>The Hidden Cost of Unchecked AI Use</strong></p><p>The danger of Shadow AI extends beyond cost exposure; it is a governance gap that undermines trust and accountability.</p><p><img src=\"/sites/default/files/inline-images/BlogCreative2.png\" data-entity-uuid=\"c488f7b8-5bee-430d-a024-9f155f60479c\" data-entity-type=\"file\" alt=\"vertice 2025 source \" width=\"423\" height=\"466\"></p><p>AI models trained on uncontrolled data can produce outputs that distort business logic or introduce regulatory violations. Worse, when AI operates outside enterprise oversight, compliance teams lose visibility into data lineage, model reliability, and decision integrity.</p><p>Unverified external servers may store a single query containing sensitive information indefinitely, thereby exposing the organization to financial, legal, and reputational risk.</p><p>In the era of accelerated AI adoption, an unmanaged AI ecosystem has become the new insider threat.</p><p><strong>Building a Governance Model for Shadow AI</strong></p><p>Employees use unapproved AI tools to solve real problems, not to bypass policy. Forward-thinking leaders can transform this behavior into a managed advantage.</p><p>Build secure AI sandboxes where teams can safely experiment using anonymized or synthetic data. Deploy AI-aware data loss prevention (DLP) and cloud access security broker (CASB) solutions to improve visibility. Classify tools as approved, restricted, or prohibited based on assessed risk.</p><p><img src=\"/sites/default/files/inline-images/BlogCreative3.png\" data-entity-uuid=\"68534c99-42ee-4afe-be6e-08ef92c3da3d\" data-entity-type=\"file\" alt=\"Vertice 2025 Source\" width=\"570\" height=\"403\"></p><p>Shift the mindset from enforcement to enablement by promoting transparency, open reporting, and continuous training. Learn from employee innovation patterns to accelerate enterprise AI adoption securely.</p><p>Shadow AI cannot be eliminated, but it can be governed. Effective governance is not restriction; it is about creating guardrails where innovation can thrive responsibly.</p><p><strong>Leadership’s Role: From Awareness to Action</strong></p><p>For today’s C-suite, Shadow AI is not just a technical challenge; it is a strategic and cultural one.</p><p>Every decision carries a digital dependency, and every digital process leaves an AI footprint. Whether an organization embraces AI or hesitates, the risks already live within its workflows.</p><p>Leaders must guide the shift from “move fast” to “move smart.”<br>That means fostering innovation while enforcing ethical, transparent, and compliant use of AI. The strongest AI-driven enterprises will be those that govern innovation well, not those that simply adopt it first.</p><p><strong>The Next Step: Enable Innovation Without the Shadow AI</strong></p><p>The rise of Shadow AI marks a pivotal moment in enterprise governance.</p><p>If left unchecked, it can undermine compliance, trust, and data integrity.<br>If governed effectively, it becomes a powerful catalyst for secure, compliant, and scalable innovation.</p><p>To help business leaders balance control with creativity, DivIHN Integration, Inc. invites you to an exclusive webinar:</p><p><strong>“Enable Innovation Without the Shadow AI”</strong></p><p>Join industry experts and technology leaders as they share actionable strategies for governing AI responsibly, protecting data, and accelerating enterprise innovation through secure, managed adoption.</p><p><strong>Date:</strong> Thursday, November 13, 2025<br><strong>Time:</strong> 11:00 AM to 12:00 PM CT</p>','','full_html'),('blog',0,131,828,'en',0,'<p>Across industries, employees are quietly embracing generative and agentic AI to work faster and smarter, using chatbots to draft content, summarize data, and even code through “vibe coding.”</p><p>A recent KPMG study reveals that 58% of employees now use AI tools daily, often because they outperform enterprise systems. But speed without oversight creates exposure. Nearly half admit to uploading sensitive company data to unauthorized platforms. What began as a productivity boost is quickly becoming a hidden security threat operating inside the firewall.</p><p><strong>Potential Security Threats Executives Should Not Ignore</strong></p><p>Shadow AI does not attack from the outside; it emerges quietly within enterprise workflows, making it especially dangerous Below are the most pressing threats organizations face today:</p><img src=\"/sites/default/files/inline-images/Blog_Creative_image_1.png\" data-entity-uuid=\"84c0384c-25a0-4401-a498-140829c1cbe8\" data-entity-type=\"file\" alt=\"Top 5 Risks executives should now\" width=\"879\" height=\"210\"><ol><li><p><strong>Sensitive Data Leakage and Exposure</strong></p><p><br>Employees often paste confidential information, customer details, codes, and strategy documents into public AI tools. That data may be retained by third-party systems, creating irreversible exposure with no audit trail.</p></li><li><p><strong>AI-Powered Attack Amplification</strong></p><p><br>Leaked outputs from unsanctioned AI use can be repurposed by adversaries to design far more convincing attacks. Threat actors can build tailored phishing, voice, or video impersonations and social-engineering schemes that closely mirror an organization’s tone and procedures, which increases the likelihood of successful compromise.</p></li><li><p><strong>Compliance Violations</strong></p><p>Shadow AI can breach data privacy laws such as GDPR, HIPAA, or SOC 2. Because these tools operate outside corporate compliance frameworks, they bypass consent, retention, and auditing controls.</p></li><li><p><strong>Model Manipulation and Bias Risks</strong></p><p><br>Unverified AI models can generate inaccurate, biased, or misleading outputs that influence decisions, from HR screening to financial projections. Without governance, these models can quietly distort operations.</p></li><li><p><strong>Data Exfiltration at Scale</strong></p><p><br>Shadow AI does not just leak data; it learns from it. Each prompt containing proprietary details reveals how teams work, decide, and think. Over time, these interactions can expose an organization’s logic, strategy, and IP, creating a continuous flow of insight leaving the enterprise without detection.</p><p>These risks are no longer theoretical; they represent an evolving cyber threat vector that traditional controls cannot detect or mitigate.</p></li></ol><p><strong>The Hidden Cost of Unchecked AI Use</strong></p><p>The danger of Shadow AI extends beyond cost exposure; it is a governance gap that undermines trust and accountability.</p><p><img src=\"/sites/default/files/inline-images/BlogCreative2.png\" data-entity-uuid=\"c488f7b8-5bee-430d-a024-9f155f60479c\" data-entity-type=\"file\" alt=\"vertice 2025 source \" width=\"423\" height=\"466\"></p><p>AI models trained on uncontrolled data can produce outputs that distort business logic or introduce regulatory violations. Worse, when AI operates outside enterprise oversight, compliance teams lose visibility into data lineage, model reliability, and decision integrity.</p><p>Unverified external servers may store a single query containing sensitive information indefinitely, thereby exposing the organization to financial, legal, and reputational risk.</p><p>In the era of accelerated AI adoption, an unmanaged AI ecosystem has become the new insider threat.</p><p><strong>Building a Governance Model for Shadow AI</strong></p><p>Employees use unapproved AI tools to solve real problems, not to bypass policy. Forward-thinking leaders can transform this behavior into a managed advantage.</p><p>Build secure AI sandboxes where teams can safely experiment using anonymized or synthetic data. Deploy AI-aware data loss prevention (DLP) and cloud access security broker (CASB) solutions to improve visibility. Classify tools as approved, restricted, or prohibited based on assessed risk.</p><p><img src=\"/sites/default/files/inline-images/BlogCreative3.png\" data-entity-uuid=\"68534c99-42ee-4afe-be6e-08ef92c3da3d\" data-entity-type=\"file\" alt=\"Vertice 2025 Source\" width=\"570\" height=\"403\"></p><p>Shift the mindset from enforcement to enablement by promoting transparency, open reporting, and continuous training. Learn from employee innovation patterns to accelerate enterprise AI adoption securely.</p><p>Shadow AI cannot be eliminated, but it can be governed. Effective governance is not restriction; it is about creating guardrails where innovation can thrive responsibly.</p><p><strong>Leadership’s Role: From Awareness to Action</strong></p><p>For today’s C-suite, Shadow AI is not just a technical challenge; it is a strategic and cultural one.</p><p>Every decision carries a digital dependency, and every digital process leaves an AI footprint. Whether an organization embraces AI or hesitates, the risks already live within its workflows.</p><p>Leaders must guide the shift from “move fast” to “move smart.”<br>That means fostering innovation while enforcing ethical, transparent, and compliant use of AI. The strongest AI-driven enterprises will be those that govern innovation well, not those that simply adopt it first.</p><p><strong>The Next Step: Enable Innovation Without the Shadow AI</strong></p><p>The rise of Shadow AI marks a pivotal moment in enterprise governance.</p><p>If left unchecked, it can undermine compliance, trust, and data integrity.<br>If governed effectively, it becomes a powerful catalyst for secure, compliant, and scalable innovation.</p><p>To help business leaders balance control with creativity, DivIHN Integration, Inc. invites you to an exclusive webinar:</p><p><strong>“Enable Innovation Without the Shadow AI”</strong></p><p>Join industry experts and technology leaders as they share actionable strategies for governing AI responsibly, protecting data, and accelerating enterprise innovation through secure, managed adoption.</p><p><strong>Date:</strong> Thursday, November 13, 2025<br><strong>Time:</strong> 11:00 AM to 12:00 PM CT</p>','','full_html'),('blog',0,131,829,'en',0,'<p>Across industries, employees are quietly embracing generative and agentic AI to work faster and smarter, using chatbots to draft content, summarize data, and even code through “vibe coding.”</p><p>A recent KPMG study reveals that 58% of employees now use AI tools daily, often because they outperform enterprise systems. But speed without oversight creates exposure. Nearly half admit to uploading sensitive company data to unauthorized platforms. What began as a productivity boost is quickly becoming a hidden security threat operating inside the firewall.</p><p><strong>Potential Security Threats Executives Should Not Ignore</strong></p><p>Shadow AI does not attack from the outside; it emerges quietly within enterprise workflows, making it especially dangerous Below are the most pressing threats organizations face today:</p><img src=\"/sites/default/files/inline-images/Blog_Creative_image_1.png\" data-entity-uuid=\"84c0384c-25a0-4401-a498-140829c1cbe8\" data-entity-type=\"file\" alt=\"Top 5 Risks executives should now\" width=\"879\" height=\"210\"><ol><li><p><strong>Sensitive Data Leakage and Exposure</strong></p><p><br>Employees often paste confidential information, customer details, codes, and strategy documents into public AI tools. That data may be retained by third-party systems, creating irreversible exposure with no audit trail.</p></li><li><p><strong>AI-Powered Attack Amplification</strong></p><p><br>Leaked outputs from unsanctioned AI use can be repurposed by adversaries to design far more convincing attacks. Threat actors can build tailored phishing, voice, or video impersonations and social-engineering schemes that closely mirror an organization’s tone and procedures, which increases the likelihood of successful compromise.</p></li><li><p><strong>Compliance Violations</strong></p><p>Shadow AI can breach data privacy laws such as GDPR, HIPAA, or SOC 2. Because these tools operate outside corporate compliance frameworks, they bypass consent, retention, and auditing controls.</p></li><li><p><strong>Model Manipulation and Bias Risks</strong></p><p><br>Unverified AI models can generate inaccurate, biased, or misleading outputs that influence decisions, from HR screening to financial projections. Without governance, these models can quietly distort operations.</p></li><li><p><strong>Data Exfiltration at Scale</strong></p><p><br>Shadow AI does not just leak data; it learns from it. Each prompt containing proprietary details reveals how teams work, decide, and think. Over time, these interactions can expose an organization’s logic, strategy, and IP, creating a continuous flow of insight leaving the enterprise without detection.</p><p>These risks are no longer theoretical; they represent an evolving cyber threat vector that traditional controls cannot detect or mitigate.</p></li></ol><p><strong>The Hidden Cost of Unchecked AI Use</strong></p><p>The danger of Shadow AI extends beyond cost exposure; it is a governance gap that undermines trust and accountability.</p><p><img src=\"/sites/default/files/inline-images/BlogCreative2.png\" data-entity-uuid=\"c488f7b8-5bee-430d-a024-9f155f60479c\" data-entity-type=\"file\" alt=\"vertice 2025 source \" width=\"423\" height=\"466\"></p><p>AI models trained on uncontrolled data can produce outputs that distort business logic or introduce regulatory violations. Worse, when AI operates outside enterprise oversight, compliance teams lose visibility into data lineage, model reliability, and decision integrity.</p><p>Unverified external servers may store a single query containing sensitive information indefinitely, thereby exposing the organization to financial, legal, and reputational risk.</p><p>In the era of accelerated AI adoption, an unmanaged AI ecosystem has become the new insider threat.</p><p><strong>Building a Governance Model for Shadow AI</strong></p><p>Employees use unapproved AI tools to solve real problems, not to bypass policy. Forward-thinking leaders can transform this behavior into a managed advantage.</p><p>Build secure AI sandboxes where teams can safely experiment using anonymized or synthetic data. Deploy AI-aware data loss prevention (DLP) and cloud access security broker (CASB) solutions to improve visibility. Classify tools as approved, restricted, or prohibited based on assessed risk.</p><p><img src=\"/sites/default/files/inline-images/BlogCreative3.png\" data-entity-uuid=\"68534c99-42ee-4afe-be6e-08ef92c3da3d\" data-entity-type=\"file\" alt=\"Vertice 2025 Source\" width=\"570\" height=\"403\"></p><p>Shift the mindset from enforcement to enablement by promoting transparency, open reporting, and continuous training. Learn from employee innovation patterns to accelerate enterprise AI adoption securely.</p><p>Shadow AI cannot be eliminated, but it can be governed. Effective governance is not restriction; it is about creating guardrails where innovation can thrive responsibly.</p><p><strong>Leadership’s Role: From Awareness to Action</strong></p><p>For today’s C-suite, Shadow AI is not just a technical challenge; it is a strategic and cultural one.</p><p>Every decision carries a digital dependency, and every digital process leaves an AI footprint. Whether an organization embraces AI or hesitates, the risks already live within its workflows.</p><p>Leaders must guide the shift from “move fast” to “move smart.”<br>That means fostering innovation while enforcing ethical, transparent, and compliant use of AI. The strongest AI-driven enterprises will be those that govern innovation well, not those that simply adopt it first.</p><p><strong>The Next Step: Enable Innovation Without the Shadow AI</strong></p><p>The rise of Shadow AI marks a pivotal moment in enterprise governance.</p><p>If left unchecked, it can undermine compliance, trust, and data integrity.<br>If governed effectively, it becomes a powerful catalyst for secure, compliant, and scalable innovation.</p><p>To help business leaders balance control with creativity, DivIHN Integration, Inc. invites you to an exclusive webinar:</p><p><strong>“Enable Innovation Without the Shadow AI”</strong></p><p>Join industry experts and technology leaders as they share actionable strategies for governing AI responsibly, protecting data, and accelerating enterprise innovation through secure, managed adoption.</p><p><strong>Date:</strong> Thursday, November 13, 2025<br><strong>Time:</strong> 11:00 AM to 12:00 PM CT</p>','','full_html'),('blog',0,131,830,'en',0,'<p>Across industries, employees are quietly embracing generative and agentic AI to work faster and smarter, using chatbots to draft content, summarize data, and even code through “vibe coding.”</p><p>A recent KPMG study reveals that 58% of employees now use AI tools daily, often because they outperform enterprise systems. But speed without oversight creates exposure. Nearly half admit to uploading sensitive company data to unauthorized platforms. What began as a productivity boost is quickly becoming a hidden security threat operating inside the firewall.</p><p><strong>Potential Security Threats Executives Should Not Ignore</strong></p><p>Shadow AI does not attack from the outside; it emerges quietly within enterprise workflows, making it especially dangerous Below are the most pressing threats organizations face today:</p><img src=\"/sites/default/files/inline-images/Blog_Creative_image_1.png\" data-entity-uuid=\"84c0384c-25a0-4401-a498-140829c1cbe8\" data-entity-type=\"file\" alt=\"Top 5 Risks executives should now\" width=\"879\" height=\"210\"><ol><li><p><strong>Sensitive Data Leakage and Exposure</strong></p><p><br>Employees often paste confidential information, customer details, codes, and strategy documents into public AI tools. That data may be retained by third-party systems, creating irreversible exposure with no audit trail.</p></li><li><p><strong>AI-Powered Attack Amplification</strong></p><p><br>Leaked outputs from unsanctioned AI use can be repurposed by adversaries to design far more convincing attacks. Threat actors can build tailored phishing, voice, or video impersonations and social-engineering schemes that closely mirror an organization’s tone and procedures, which increases the likelihood of successful compromise.</p></li><li><p><strong>Compliance Violations</strong></p><p>Shadow AI can breach data privacy laws such as GDPR, HIPAA, or SOC 2. Because these tools operate outside corporate compliance frameworks, they bypass consent, retention, and auditing controls.</p></li><li><p><strong>Model Manipulation and Bias Risks</strong></p><p><br>Unverified AI models can generate inaccurate, biased, or misleading outputs that influence decisions, from HR screening to financial projections. Without governance, these models can quietly distort operations.</p></li><li><p><strong>Data Exfiltration at Scale</strong></p><p><br>Shadow AI does not just leak data; it learns from it. Each prompt containing proprietary details reveals how teams work, decide, and think. Over time, these interactions can expose an organization’s logic, strategy, and IP, creating a continuous flow of insight leaving the enterprise without detection.</p><p>These risks are no longer theoretical; they represent an evolving cyber threat vector that traditional controls cannot detect or mitigate.</p></li></ol><p><strong>The Hidden Cost of Unchecked AI Use</strong></p><p>The danger of Shadow AI extends beyond cost exposure; it is a governance gap that undermines trust and accountability.</p><p><img src=\"/sites/default/files/inline-images/BlogCreative2.png\" data-entity-uuid=\"c488f7b8-5bee-430d-a024-9f155f60479c\" data-entity-type=\"file\" alt=\"vertice 2025 source \" width=\"423\" height=\"466\"></p><p>AI models trained on uncontrolled data can produce outputs that distort business logic or introduce regulatory violations. Worse, when AI operates outside enterprise oversight, compliance teams lose visibility into data lineage, model reliability, and decision integrity.</p><p>Unverified external servers may store a single query containing sensitive information indefinitely, thereby exposing the organization to financial, legal, and reputational risk.</p><p>In the era of accelerated AI adoption, an unmanaged AI ecosystem has become the new insider threat.</p><p><strong>Building a Governance Model for Shadow AI</strong></p><p>Employees use unapproved AI tools to solve real problems, not to bypass policy. Forward-thinking leaders can transform this behavior into a managed advantage.</p><p>Build secure AI sandboxes where teams can safely experiment using anonymized or synthetic data. Deploy AI-aware data loss prevention (DLP) and cloud access security broker (CASB) solutions to improve visibility. Classify tools as approved, restricted, or prohibited based on assessed risk.</p><p><img src=\"/sites/default/files/inline-images/BlogCreative3.png\" data-entity-uuid=\"68534c99-42ee-4afe-be6e-08ef92c3da3d\" data-entity-type=\"file\" alt=\"Vertice 2025 Source\" width=\"570\" height=\"403\"></p><p>Shift the mindset from enforcement to enablement by promoting transparency, open reporting, and continuous training. Learn from employee innovation patterns to accelerate enterprise AI adoption securely.</p><p>Shadow AI cannot be eliminated, but it can be governed. Effective governance is not restriction; it is about creating guardrails where innovation can thrive responsibly.</p><p><strong>Leadership’s Role: From Awareness to Action</strong></p><p>For today’s C-suite, Shadow AI is not just a technical challenge; it is a strategic and cultural one.</p><p>Every decision carries a digital dependency, and every digital process leaves an AI footprint. Whether an organization embraces AI or hesitates, the risks already live within its workflows.</p><p>Leaders must guide the shift from “move fast” to “move smart.”<br>That means fostering innovation while enforcing ethical, transparent, and compliant use of AI. The strongest AI-driven enterprises will be those that govern innovation well, not those that simply adopt it first.</p><p><strong>The Next Step: Enable Innovation Without the Shadow AI</strong></p><p>The rise of Shadow AI marks a pivotal moment in enterprise governance.</p><p>If left unchecked, it can undermine compliance, trust, and data integrity.<br>If governed effectively, it becomes a powerful catalyst for secure, compliant, and scalable innovation.</p><p>To help business leaders balance control with creativity, DivIHN Integration, Inc. invites you to an exclusive webinar:</p><p><strong>“Enable Innovation Without the Shadow AI”</strong></p><p>Join industry experts and technology leaders as they share actionable strategies for governing AI responsibly, protecting data, and accelerating enterprise innovation through secure, managed adoption.</p><p><strong>Date:</strong> Thursday, November 13, 2025<br><strong>Time:</strong> 11:00 AM to 12:00 PM CT</p>','','full_html'),('blog',0,131,831,'en',0,'<p>Across industries, employees are quietly embracing generative and agentic AI to work faster and smarter, using chatbots to draft content, summarize data, and even code through “vibe coding.”</p><p>A recent KPMG study reveals that 58% of employees now use AI tools daily, often because they outperform enterprise systems. But speed without oversight creates exposure. Nearly half admit to uploading sensitive company data to unauthorized platforms. What began as a productivity boost is quickly becoming a hidden security threat operating inside the firewall.</p><p><strong>Potential Security Threats Executives Should Not Ignore</strong></p><p>Shadow AI does not attack from the outside; it emerges quietly within enterprise workflows, making it especially dangerous Below are the most pressing threats organizations face today:</p><img src=\"/sites/default/files/inline-images/Blog_Creative_image_1.png\" data-entity-uuid=\"84c0384c-25a0-4401-a498-140829c1cbe8\" data-entity-type=\"file\" alt=\"Top 5 Risks executives should now\" width=\"879\" height=\"210\"><ol><li><p><strong>Sensitive Data Leakage and Exposure</strong></p><p><br>Employees often paste confidential information, customer details, codes, and strategy documents into public AI tools. That data may be retained by third-party systems, creating irreversible exposure with no audit trail.</p></li><li><p><strong>AI-Powered Attack Amplification</strong></p><p><br>Leaked outputs from unsanctioned AI use can be repurposed by adversaries to design far more convincing attacks. Threat actors can build tailored phishing, voice, or video impersonations and social-engineering schemes that closely mirror an organization’s tone and procedures, which increases the likelihood of successful compromise.</p></li><li><p><strong>Compliance Violations</strong></p><p>Shadow AI can breach data privacy laws such as GDPR, HIPAA, or SOC 2. Because these tools operate outside corporate compliance frameworks, they bypass consent, retention, and auditing controls.</p></li><li><p><strong>Model Manipulation and Bias Risks</strong></p><p><br>Unverified AI models can generate inaccurate, biased, or misleading outputs that influence decisions, from HR screening to financial projections. Without governance, these models can quietly distort operations.</p></li><li><p><strong>Data Exfiltration at Scale</strong></p><p><br>Shadow AI does not just leak data; it learns from it. Each prompt containing proprietary details reveals how teams work, decide, and think. Over time, these interactions can expose an organization’s logic, strategy, and IP, creating a continuous flow of insight leaving the enterprise without detection.</p><p>These risks are no longer theoretical; they represent an evolving cyber threat vector that traditional controls cannot detect or mitigate.</p></li></ol><p><strong>The Hidden Cost of Unchecked AI Use</strong></p><p>The danger of Shadow AI extends beyond cost exposure; it is a governance gap that undermines trust and accountability.</p><p><img src=\"/sites/default/files/inline-images/BlogCreative2.png\" data-entity-uuid=\"c488f7b8-5bee-430d-a024-9f155f60479c\" data-entity-type=\"file\" alt=\"vertice 2025 source \" width=\"423\" height=\"466\"></p><p>AI models trained on uncontrolled data can produce outputs that distort business logic or introduce regulatory violations. Worse, when AI operates outside enterprise oversight, compliance teams lose visibility into data lineage, model reliability, and decision integrity.</p><p>Unverified external servers may store a single query containing sensitive information indefinitely, thereby exposing the organization to financial, legal, and reputational risk.</p><p>In the era of accelerated AI adoption, an unmanaged AI ecosystem has become the new insider threat.</p><p><strong>Building a Governance Model for Shadow AI</strong></p><p>Employees use unapproved AI tools to solve real problems, not to bypass policy. Forward-thinking leaders can transform this behavior into a managed advantage.</p><p>Build secure AI sandboxes where teams can safely experiment using anonymized or synthetic data. Deploy AI-aware data loss prevention (DLP) and cloud access security broker (CASB) solutions to improve visibility. Classify tools as approved, restricted, or prohibited based on assessed risk.</p><p><img src=\"/sites/default/files/inline-images/BlogCreative3.png\" data-entity-uuid=\"68534c99-42ee-4afe-be6e-08ef92c3da3d\" data-entity-type=\"file\" alt=\"Vertice 2025 Source\" width=\"570\" height=\"403\"></p><p>Shift the mindset from enforcement to enablement by promoting transparency, open reporting, and continuous training. Learn from employee innovation patterns to accelerate enterprise AI adoption securely.</p><p>Shadow AI cannot be eliminated, but it can be governed. Effective governance is not restriction; it is about creating guardrails where innovation can thrive responsibly.</p><p><strong>Leadership’s Role: From Awareness to Action</strong></p><p>For today’s C-suite, Shadow AI is not just a technical challenge; it is a strategic and cultural one.</p><p>Every decision carries a digital dependency, and every digital process leaves an AI footprint. Whether an organization embraces AI or hesitates, the risks already live within its workflows.</p><p>Leaders must guide the shift from “move fast” to “move smart.”<br>That means fostering innovation while enforcing ethical, transparent, and compliant use of AI. The strongest AI-driven enterprises will be those that govern innovation well, not those that simply adopt it first.</p><p><strong>The Next Step: Enable Innovation Without the Shadow AI</strong></p><p>The rise of Shadow AI marks a pivotal moment in enterprise governance.</p><p>If left unchecked, it can undermine compliance, trust, and data integrity.<br>If governed effectively, it becomes a powerful catalyst for secure, compliant, and scalable innovation.</p><p>To help business leaders balance control with creativity, DivIHN Integration, Inc. invites you to an exclusive webinar:</p><p><strong>“Enable Innovation Without the Shadow AI”</strong></p><p>Join industry experts and technology leaders as they share actionable strategies for governing AI responsibly, protecting data, and accelerating enterprise innovation through secure, managed adoption.</p><p><strong>Date:</strong> Thursday, November 13, 2025<br><strong>Time:</strong> 11:00 AM to 12:00 PM CT</p>','','full_html'),('webinar',0,132,603,'en',0,'<p><strong>About Webinar</strong></p><p>AI is evolving into more autonomous, “agentic” systems capable of making independent decisions. This change is transforming the security landscape. For CISOs and security leaders, it means reevaluating strategies to balance innovation and risk. In this panel discussion, industry experts will share real-world use cases and practical ways to leverage Agentic AI for stronger defenses, improved threat detection, and resilient operations.</p>','','full_html'),('webinar',0,132,676,'en',0,'<p><strong>About Webinar</strong></p><p>AI is evolving into more autonomous, “agentic” systems capable of making independent decisions. This change is transforming the security landscape. For CISOs and security leaders, it means reevaluating strategies to balance innovation and risk. In this panel discussion, industry experts will share real-world use cases and practical ways to leverage Agentic AI for stronger defenses, improved threat detection, and resilient operations.</p>','','full_html'),('webinar',0,132,706,'en',0,'<p><strong>About Webinar</strong></p><p>AI is evolving into more autonomous, “agentic” systems capable of making independent decisions. This change is transforming the security landscape. For CISOs and security leaders, it means reevaluating strategies to balance innovation and risk. In this panel discussion, industry experts will share real-world use cases and practical ways to leverage Agentic AI for stronger defenses, improved threat detection, and resilient operations.</p>','','full_html'),('webinar',0,132,707,'en',0,'<p><strong>About Webinar</strong></p><p>AI is evolving into more autonomous, “agentic” systems capable of making independent decisions. This change is transforming the security landscape. For CISOs and security leaders, it means reevaluating strategies to balance innovation and risk. In this panel discussion, industry experts will share real-world use cases and practical ways to leverage Agentic AI for stronger defenses, improved threat detection, and resilient operations.</p>','','full_html'),('webinar',0,132,708,'en',0,'<p><strong>About Webinar</strong></p><p>AI is evolving into more autonomous, “agentic” systems capable of making independent decisions. This change is transforming the security landscape. For CISOs and security leaders, it means reevaluating strategies to balance innovation and risk. In this panel discussion, industry experts will share real-world use cases and practical ways to leverage Agentic AI for stronger defenses, improved threat detection, and resilient operations.</p>','','full_html'),('webinar',0,132,709,'en',0,'<p><strong>About Webinar</strong></p><p>AI is evolving into more autonomous, “agentic” systems capable of making independent decisions. This change is transforming the security landscape. For CISOs and security leaders, it means reevaluating strategies to balance innovation and risk. In this panel discussion, industry experts will share real-world use cases and practical ways to leverage Agentic AI for stronger defenses, improved threat detection, and resilient operations.</p>','','full_html'),('webinar',0,132,730,'en',0,'<p><strong>About Webinar</strong></p><p>AI is evolving into more autonomous, “agentic” systems capable of making independent decisions. This change is transforming the security landscape. For CISOs and security leaders, it means reevaluating strategies to balance innovation and risk. In this panel discussion, industry experts will share real-world use cases and practical ways to leverage Agentic AI for stronger defenses, improved threat detection, and resilient operations.</p>','','full_html'),('jobs',0,133,677,'en',0,'<p>Sample</p>','','basic_html');

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