-- Dumping data for table `menu_tree`
--

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INSERT INTO `node__body` VALUES ('banner',0,2,2,'en',0,'<p><a href=\"https://divihn.com/why-divihn#PathtoSuccsses\">View Our Stories</a></p>','','basic_html'),('blog',0,11,674,'en',0,'<p>I began my last blog post by quoting from a business forum I had read: “To put it bluntly, the CISO role is dead.” 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. 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. 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. It is a fair bet for me to say again today that: 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. &amp; Information Technology organizations no longer control all the information technology devices and systems in use in their organizations today. Let me take this one step further: “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!” 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. The CISO role as we know it today is past its shelf life. It is time to embrace the Digital Risk and Resilience Officer role.</p>','','basic_html'),('testimonial',0,12,22,'en',0,'<p>I have found DivIHN to be a reliable partner - bringing a holistic solution oriented approach to every challenge and opportunity. I value their advisory, solutioning, and consulting capabilities. DivIHN is highly customer focused – probing and engaging with the customers to deliver quality and value. I have utilized their services for several years and found their business practices to be healthy and honest. I trust them.</p>','','full_html'),('testimonial',0,13,23,'en',0,'<p>Understanding our needs, addressing those with commendable attention to detail and quality, while maintaining honest business dealings, has been a defining characteristic of DivIHN while serving us. They continue to serve us as a reliable technology services partner. Over the last 15 years, they have earned our trust through performance with integrity.</p>','','basic_html'),('testimonial',0,14,24,'en',0,'<p>DivIHN has been our trusted development partner for over three years. After they performed an application assessment of our legacy platform, we asked them to develop a replacement. Today, this is the mission-critical core sales and operations platform for our business users across the US and Canada.</p>','','basic_html'),('testimonial',0,15,25,'en',0,'<p>DivIHN has been a strategic partner of ours since 2010. We have used DivIHN on many projects, including Flexible ad-hoc projects where we need resources that are dependable, have high expertise, and can deliver with optimal speed. It is one thing to find a good talented person, but it’s another thing to stand behind that person. DivIHN put themselves on the line for it.</p>','','basic_html'),('page',0,21,32,'en',0,'<h2 style=\"text-align:center;\">Privacy Policy</h2><p>DivIHN Integration Inc. (“DivIHN”) provides this Privacy Policy to let you know our policies and procedures regarding the collection, use and disclosure of information through www.divihn.com (the “Site”), and any other websites, features, applications, widgets or online services that are owned or controlled by DivIHN and that post a link to this Privacy Policy (together with the Site, the “Service”), as well as any information DivIHN collects offline in connection with the Service. It also describes the choices available to you regarding the use of, your access to, and how to update and correct your personal information. Note that we combine the information we collect from you from the Site, through the Service generally, or offline.</p><p>Please note that certain features or services referenced in this Privacy Policy may not be offered on the Service at all times.</p><p>Please note that commercial agreements with our customers and partners including but not limited to Master Services Agreements, Statements of Work, and Mutual Non-Disclosure Agreements take precedence over this Privacy Policy. In the event of conflicting provisions between this policy and any commercial agreement, the most restrictive provision will apply.</p><p>We’ve provided short summaries in this Privacy Policy to help you understand what information we collect, how we use it, and what choices or rights you may have. While these summaries help explain some of the concepts in a simple and clear way, we encourage you to read the entire Privacy Policy to understand our data practices.</p><h4>TABLE OF CONTENTS</h4><ol><li>INFORMATION COLLECTION</li></ol>','','full_html'),('who_we_serve',0,23,710,'en',0,'<p class=\"short_description\"><small class=\"aos-init aos-animate\" data-aos=\"fade-up\" data-aos-delay=\"0\"><span class=\"overflow-animation\">We are dedicated to earning our clients\' trust by &nbsp;</span></small> <small class=\"aos-init aos-animate\" data-aos=\"fade-up\" data-aos-delay=\"100\"><span class=\"overflow-animation\">actively contributing to their success and transformation. Our proven track record of &nbsp;</span></small> <small class=\"aos-init aos-animate\" data-aos=\"fade-up\" data-aos-delay=\"200\"><span class=\"overflow-animation\">trust includes partnerships with organizations in commercial, &nbsp;</span></small> <small class=\"aos-init aos-animate\" data-aos=\"fade-up\" data-aos-delay=\"300\"><span class=\"overflow-animation\">non-profit, state and federal government sectors.</span></small></p>','','full_html'),('government_page',0,28,41,'en',0,'<p>DivIHN seeks Success and Transformation for the Government Clients, through leadership in Strategy Alignment, Technology Vision, Holistic Design, and Delivery Excellence.</p>','','basic_html'),('government_page',0,29,42,'en',0,'<p>DivIHN seeks Success and Transformation for the Government Clients, through leadership in Strategy Alignment, Technology Vision, Holistic Design, and Delivery Excellence.</p>','','basic_html'),('services',0,31,703,'en',0,'<p>We design Digital Transformation strategies to optimize Impact and Value for your clients, employees, and shareholders.</p>','','basic_html'),('why_divihn_page',0,38,139,'en',0,'<p>We seek ‘Success and Transformation’ for our Clients, Coworkers, and Community, including our Partner Organizations. We do these with the aid of our Value Delivery Model, our Value System, and Culture, making positive impacts, one interaction at a time.</p>','','full_html'),('sled',0,40,77,'en',0,'<div class=\"SpotlightCopyBox\">The <a href=\"https://www.bidbuy.illinois.gov/bso/external/purchaseorder/poSummary.sdo?docId=23-448DOIT-ADMIN-P-56207&amp;releaseNbr=0&amp;external=true&amp;parentUrl=close\" target=\"_blank\">TOPS CAT-3</a> contract simplifies the procurement of technology consulting resources for all state agencies, boards and commissions, governmental units, and qualified not-for-profit agencies. Category 3 focuses on Cybersecurity, Data, Service Management, and Training ,and it is in place through October 10, 2033. Please contact <a href=\"mailto:sled@divihn.com\">sled@divihn.com</a> with any inquiries.</div><h3>PRIMARY AWARDEE: DIVIHN INTEGRATION INC.</h3><p>&nbsp;</p><table class=\"table category-table\"><thead><tr><th class=\"category-header\">Category Three</th><th class=\"category-header\">BidBuy #: P-56207</th><th class=\"category-header\">Contract #: CMT456207</th></tr></thead><tbody><tr><td class=\"domains\" colspan=\"3\">DOMAINS: Cybersecurity, Data, Service Management, Training</td></tr><tr><td class=\"position-title\">POSITION TITLES</td><td colspan=\"2\"><div class=\"row\"><div class=\"col-md-4 col-12\"><ul><li>Business Analyst</li><li>Business Architect</li><li>Cybersecurity Analyst</li><li>Data Analyst</li><li>Data Developer</li><li>Data Manager</li></ul></div><div class=\"col-md-4 col-12\"><ul><li>Data Trainer</li><li>Information Systems</li><li>Auditor</li><li>ITIL Business Analyst</li><li>Project Manager</li><li>Security Architect</li></ul></div><div class=\"col-md-4 col-12\"><ul><li>Security Engineer</li><li>ServiceNow Change Management Specialist</li><li>ServiceNow IT Asset Management/Configuration Management Specialist</li><li>ServiceNow IT Service Management Specialist</li><li>Solution Architect</li><li>Technical Writer</li><li>Trainers (all types)</li></ul></div></div></td></tr></tbody></table><div class=\"container bg-white text-dark p-4\"><p style=\"-webkit-text-stroke-width:0px;background-color:rgb(255, 255, 255);box-sizing:border-box;color:rgb(34, 34, 32);font-family:Outfit_Regular;font-size:medium;font-style:normal;font-variant-caps:normal;font-variant-ligatures:normal;font-weight:400;letter-spacing:normal;line-height:23px;margin:0px;orphans:2;outline:none;padding:0px;text-align:start;text-decoration-color:initial;text-decoration-style:initial;text-decoration-thickness:initial;text-indent:0px;text-transform:none;white-space:normal;widows:2;word-spacing:0px;\">Cybersecurity, Data, Service Management includes but is not limited to the following high-level categories:</p><p style=\"-webkit-text-stroke-width:0px;background-color:rgb(255, 255, 255);box-sizing:border-box;color:rgb(34, 34, 32);font-family:Outfit_Regular;font-size:medium;font-style:normal;font-variant-caps:normal;font-variant-ligatures:normal;font-weight:400;letter-spacing:normal;line-height:23px;margin:0px;orphans:2;outline:none;padding:0px;text-align:start;text-decoration-color:initial;text-decoration-style:initial;text-decoration-thickness:initial;text-indent:0px;text-transform:none;white-space:normal;widows:2;word-spacing:0px;\">&nbsp;</p><p style=\"-webkit-text-stroke-width:0px;background-color:rgb(255, 255, 255);box-sizing:border-box;color:rgb(34, 34, 32);font-family:Outfit_Regular;font-size:medium;font-style:normal;font-variant-caps:normal;font-variant-ligatures:normal;font-weight:400;letter-spacing:normal;line-height:23px;margin:0px;orphans:2;outline:none;padding:0px;text-align:start;text-decoration-color:initial;text-decoration-style:initial;text-decoration-thickness:initial;text-indent:0px;text-transform:none;white-space:normal;widows:2;word-spacing:0px;\">&nbsp;</p></div>','','full_html'),('sled_content_pages',0,41,79,'en',0,'<div class=\"SpotlightCopyBox\">The <a href=\"https://www.bidbuy.illinois.gov/bso/external/purchaseorder/poSummary.sdo?docId=23-448DOIT-ADMIN-P-56207&amp;releaseNbr=0&amp;external=true&amp;parentUrl=close\" target=\"_blank\">TOPS CAT-3</a> contract simplifies the procurement of technology consulting resources for all state agencies, boards and commissions, governmental units, and qualified not-for-profit agencies. Category 3 focuses on Cybersecurity, Data, Service Management, and Training ,and it is in place through October 10, 2033. Please contact <a href=\"mailto:sled@divihn.com\">sled@divihn.com</a> with any inquiries.</div><h3>PRIMARY AWARDEE: DIVIHN INTEGRATION INC.</h3><p>&nbsp;</p><table class=\"table category-table\"><thead><tr><th class=\"category-header\">Category Three</th><th class=\"category-header\">BidBuy #: P-56207</th><th class=\"category-header\">Contract #: CMT456207</th></tr></thead><tbody><tr><td class=\"domains\" colspan=\"3\">DOMAINS: Cybersecurity, Data, Service Management, Training</td></tr><tr><td class=\"position-title\">POSITION TITLES</td><td colspan=\"2\"><div class=\"row\"><div class=\"col-md-4 col-12\"><ul><li>Business Analyst</li><li>Business Architect</li><li>Cybersecurity Analyst</li><li>Data Analyst</li><li>Data Developer</li><li>Data Manager</li></ul></div><div class=\"col-md-4 col-12\"><ul><li>Data Trainer</li><li>Information Systems</li><li>Auditor</li><li>ITIL Business Analyst</li><li>Project Manager</li><li>Security Architect</li></ul></div><div class=\"col-md-4 col-12\"><ul><li>Security Engineer</li><li>ServiceNow Change Management Specialist</li><li>ServiceNow IT Asset Management/Configuration Management Specialist</li><li>ServiceNow IT Service Management Specialist</li><li>Solution Architect</li><li>Technical Writer</li><li>Trainers (all types)</li></ul></div></div></td></tr></tbody></table><p>Cybersecurity, Data, Service Management includes but is not limited to the following high-level categories:</p><p>1) Cyber/Information Security Services,<br>2) Incident Response and Disaster Recovery Services,<br>3) Information and Identification Services,<br>4) Teaching and Learning Services, and<br>5) Deployment Services.</p><p><br>&nbsp;</p>','','full_html'),('sled_content_pages',0,42,83,'en',0,'<p class=\"why-us-heading\">About DivIHN</p><p>Formed in 2002, DivIHN (pronounced ‘Divine’) is a holistic Technology Solutions and Services provider with multiple areas of expertise. We intend to be impactful in the way we serve our clients and employees, and give back to our community. We see our core purpose as ‘Positively impacting lives, one interaction at a time’.</p><p>Our business focus is on Success and Transformation for our Clients, Co-workers, and other stakeholders. The values we cultivate are Honesty, Commitment, and Relationship. The culture that we seek in our organization is one of Excellence, with Grace.</p><p>We are committed to bringing thought leadership and expertise to our clients in meeting their technology solution needs, through Strategy Alignment, Technology Vision, Holistic Solution Design, and Delivery Excellence.</p>','','full_html'),('blog',0,44,653,'en',0,'<p>The prediction that healthcare data and medical devices would be aggressively targeted by ransomware attacks since early 2017 has proven to be true. The WannaCry ransomware attack highlighted the need for healthcare organizations and medical device companies to focus on stronger cybersecurity measures and protections. Regulatory bodies are increasingly emphasizing the need for healthcare organizations and manufacturers to safeguard their technologies.</p><p>Cybersecurity risks go beyond ransom attacks and traditional IT devices. A malicious actor could make their way into a pacemaker or medical pump, potentially causing more damage to a patient than an attack on a server or data center. In 2020, ransomware attacks within the healthcare sector is predicted to have quadrupled. (Source: Herjavec Group Healthcare Report)</p><p>“If the public knew how insecure so much of the equipment is out there, they would lose their faith in the medical industry,” C. Gates, principal security architect at Houston-based medical device engineering firm. “There [are] a lot of issues that need to be corrected.”</p><p>– MedTech Dive, July 2020</p><p>The risks are high. This year researchers discovered vulnerabilities in a popular TCP/IP library from a third-party software vendor used by medical device manufacturers, potentially providing hackers remote access control and the ability to alter medication dosages. The security holes, found by Israeli firm JSOF and dubbed Ripple20, are the latest example of cyber vulnerabilities in third-party software impacting the medical technology industry.</p><p>The sophistication of malware continues to adapt and grow alongside the complexity of Internet connectivity. MEDJACK, a malware virus, compromised three healthcare systems through medical devices such as x-ray machines, blood gas analyzers and diagnostic equipment.</p><p>A silver bullet for achieving security does not exist. Moreover, it cannot be considered an afterthought once a design has been completed. Cybersecurity needs to be built into the product design from the beginning. Security requires a constant focus from product conception, design, development, deployment, maintenance, all the way through support.</p><p>Four best practices for integrating security into connected medical devices:</p><h2>&nbsp;</h2><ol type=\"1\"><li>Security by Design – Set out the design features and cybersecurity controls clearly at the start of the design and development process. Begin by defining and mapping the product ecosystem including how data originates, travels and is processed – both upstream and downstream.</li></ol><h2>&nbsp;</h2><ol type=\"1\"><li>Identify the Security Framework and Controls – Medical devices are computers susceptible to the same threats and vulnerabilities as traditional systems. The Food Drug Administration (FDA) provides detailed guidelines for assessing the vulnerabilities and reducing cybersecurity risks</li></ol><p>link . This includes establishing the security controls, device controls and application integrations.</p><h2>&nbsp;</h2><ol type=\"1\"><li>Create a Risk Assessment and Control Strategy – Start with risk assessments of current device implementations and identify the required security and privacy controls needed to put into place to mitigate the most serious security threats and vulnerabilities.</li></ol><h2>&nbsp;</h2><ol type=\"1\"><li>Establish and Conduct Regular Security Audits – For audits of medical devices, penetration testing is the recommended approach. These tests will help evaluate identify product vulnerabilities and weaknesses, providing for a risk assessment to be completed. Nevertheless, penetration testing is not a “one and done” solution.</li></ol><p>CynergisTek in a 2019 study revealed their findings of its CAPP Community Conference surveying approximately 60 C-level healthcare executives for their cybersecurity practices. Sections of the survey pinpointed some of the barriers or disconnects within their respective organizations. Significant findings include:</p><h2>&nbsp;</h2><ul><li>Nearly one-third of respondents stated not having an effective cybersecurity strategy in place to assess the risks posed by medical devices. Almost 26% said they do not have any process at all,</li><li>Culture was identified as the main difficulty in retaining and training cybersecurity professionals,</li><li>Fifty-four percent (54%) of those surveyed said the greatest barrier to meeting privacy and security challenges was due to lack of adequate resources (tools, money, or people),</li></ul><p>For connected medical devices, a 2015 Raytheon &amp; Websense report suggests “up to seventy-five percent of hospital network traffic goes unmonitored by security solutions out of fear that improperly configured security measures or alarming false positives could dramatically increase the risk to patient health or well-being.” Medical devices and health care networks can be compromised in several ways. Malware can access and gather private data, potentially allowing cyber aggressors to gain control of connected systems.</p><p>It is critical to maintain and update operating systems, firmware and application software. Provided the complexity of these systems and the connected equipment used in manufacturing, hospitals and clinical offices, operating and application technology is often not user serviceable. It may run outdated applications and lack protections for software or firmware. Skilled software support is generally required</p><p>THE PATH FORWARD</p><p>DivIHN provides a strategy to address connected medical device security requirements through a security controls review architecture centered around the FDA guidelines. The controls must provide the appropriate technical measures to protect sensitive data generated and transmitted by the device. Technical measures include both software security controls, device security controls and well-developed foundational practices.</p>','','full_html'),('blog',0,46,619,'en',0,'<p><font size=\"6\"><strong>T</strong></font>raditional security models have been <strong>challenged</strong> as millions across the world have transitioned to <strong>remote work models</strong> wherever possible.</p><p>As the global workforce progresses towards the next normal of hybrid workplaces, organizations have adopted remote work as a new standard – but at what cost to security?</p><p>“Never trust, always verify” is the foundation of Zero Trust.</p><p>The rapid and meteoric rise in remote-based work has dramatically increased the exposure to cybersecurity threats, with more targeted attacks on organizations from cyber aggressors and nation-state groups. In addition to remote work, the increased rise in the use of Internet of Things (IoT), operational technology (OT), and network-enabled smart devices introduced new areas of potential compromise to enterprise networks. Every connected endpoint to an organization’s network is a potential hackable entry point for a cyber aggressor.</p><p>With economic activity straining, budgets decreasing, and capital expenditures shrinking, cybersecurity spend has come under pressure. Despite these pressures, a new 2020 Kaspersky report ‘Investment adjustment: aligning IT budgets with changing security priorities’, “cybersecurity remains a priority for investment among businesses.” Despite overall IT budgets decreasing, enterprise cybersecurity spend is up from 26% to 29% in 2020. In addition, according to this study, 71% of organizations expect their cybersecurity budgets to grow further in the next three years.</p><p>Zero Trust provides a scoped, scalable, agile and affordable framework to address the loss of a defined corporate perimeter and the increased security risk to corporate systems and sensitive data.</p><p><strong>STRATEGIC BENEFITS</strong></p><h2>&nbsp;</h2><ul><li>Enables digital business transformation</li><li>Protects customer data and your business</li><li>Increases business speed and agility</li><li>Allows scaling rapidly and securely</li><li>Reduces CAPEX and OPEX</li><li>Alleviates organizational friction</li><li>Reduces scope and cost of compliance</li><li>Solves the security skills shortage</li></ul><p><strong>EXECUTION BENEFITS</strong></p><h2>&nbsp;</h2><ul><li>Decreases risk and improves visibility</li><li>Allows greater control in a cloud environment</li><li>Decreased need for VPNs</li><li>Reduces complexity of the security stack</li><li>Supports cohesive IT issue resolution</li><li>Achieves lower breach potential</li><li>Reduces time to breach detection</li><li>Aids compliance audit initiatives</li></ul><p>What is Zero Trust? The Zero Trust model assumes a breach and verifies each access request as though it originates from an open network, regardless of user, resource, and origination point. This model presumes every data access request is fully authenticated, authorized, and encrypted before it is granted.</p><p>Zero Trust directly addresses the challenges of scope, scale and flexibility in a dynamically changing world. It reduces an organization’s risk footprint and attack surface by assuming any user, any device logging in from any location is a potential threat. It doesn’t increase trust, it eliminates it.</p><p>In the past, security tried to protect systems, applications, databases, and users behind a rigidly defined perimeter. With the loss of a definable perimeter, the next normal is to never trust but always verify to ensure appropriate and defined access to users and systems in an ever-changing world.</p><p>Author:</p><p>Laszlo S. Gonc, CISSP, First Senior Fellow, DivIHN Cybersecurity Center of Excellence</p>','','full_html'),('featured_article',0,47,606,'en',0,'<p>Awareness is growing that organizations of all sizes lack cybersecurity incident response preparedness. Companies regardless of size are not exempt from cybersecurity threats. Being prepared with an established plan of action to immediately execute following a security incident is crucial to limit incident costs and damages to the organization’s technical infrastructure, operations, and reputation.</p><p>“The majority of companies — 77% of respondents — don’t have a cybersecurity incident response plan applied across the enterprise,” according to a 2019 study conducted by the Ponemon Institute.</p><p>According to this study one of the primary reasons for this is the well-documented security skills shortage. It is particularly severe in incident response because it is a newer discipline for many companies. Survey respondents said they lack the headcount to create, maintain and test their incident response plans. Only 30% of respondents reported staffing for security is sufficient to achieve a high level of cyber resilience.</p><p><strong>INCIDENT RESPONSE (IR) FRAMEWORK VS PLAYBOOK</strong></p><p>An incident response framework provides a structure to support incident response operations. A framework typically provides guidance on what needs to be done, but not on how it is done. A framework is flexible enough to allow elements to be added or removed as necessary to satisfy a particular organization’s needs.</p><p>An incident response plan has a goal delivering effective incident response through a detailed set of steps. An incident response plan details the processes needed to deal with cybersecurity incidents, calls out the resources required, and outlines the communication and escalation paths required for plan operation.</p><p>Together the framework suggests logical elements that should be included in a plan. A plan includes those elements as well as elements of mission, services, people, process, technology and facilities. With this in mind, it helps to understand two (2) industry incident response frameworks to determine the best approach for your organization.</p><p><strong>The NIST Incident Response Framework</strong></p><p>The National Institute of Standards and Technology (NIST) is responsible for developing information security standards and guidelines, including minimum standards for federal information systems. The NIST “Computer Security Incident Handling Guide” includes an incident response framework in the form of an incident response lifecycle.</p><p>The four stages of the NIST incident response lifecycle are preparation; detection and analysis; containment, eradication and recovery; and post-incident activity. Here’s a look at each one in some detail.</p><p><strong>Phase 1: Preparation.</strong> The quality of incident response largely depends on incident response preparation. In this preparation phase of the lifecycle, all the components needed to respond effectively to a computer security incident are identified, created or acquired.</p><p><strong>Phase 2: Detection and Analysis.</strong> While the capability to detect incidents is set up as part of the preparation phase, incident detection starts the incident response process. Incidents cannot be responded to until detection occurs.</p><p><strong>Phase 3: Containment, Eradication and Recovery.</strong> Containment follows the detection and validation of a security incident. The goals of containment are simple – stop the problem from getting worse (i.e., limit the damage); and regain control of systems and network.</p><p><strong>Phase 4: Post-incident activity.</strong> Post-incident activity centers on lessons learned to accomplish two things: Improve the incident response capability and prevent the incident from recurring.</p><p><strong>The ISO Incident Response Framework</strong></p><p>The International Organization for Standardization (ISO) is an independent non-governmental international standards organization. The ISO standard details how individuals should “detect, report and assess information security incidents; respond to information security incidents … report information security vulnerabilities … learn from information security incidents and vulnerabilities, institute preventive controls, and make improvements to the overall approach to information security incident management.”</p><p>ISO/IEC 27035-1:2016 outlines the principles underlying information security incident management, which is structured into five (5) parts:</p><p><strong>PART 1. Planning and Preparation.</strong><br>Establish an information security incident management policy.<br>Create an incident response team.</p><p><strong>PART 2. Detection and Reporting.</strong><br>Set up the processes, procedures and technology required to detect and report the incident.</p><p><strong>PART 3. Assessment and Decision.</strong><br>Set up processes and procedures.<br>Establish incident descriptions and criteria.</p><p><strong>PART 4. Response to Incidents.</strong><br>Establish controls to prevent, respond and recover from incidents.</p><p><strong>PART 5. Lessons Learned.</strong><br>Learn from security incidents and improve overall computer security incident management.</p><p><strong>COMPARISON</strong></p><p>NIST and ISO 27035-1 are similar in approach to each other. However, there is an important and subtle difference. The NIST “Computer Security Incident Handling Guide” focuses on incident handling which deals with the prevention, detection and responding to incidents. ISO 27035-1 focuses on incident management, which is integrated broadly into other business management and risk reduction functions outside of the incident response organization.</p><p><strong>SUMMARY</strong></p><p>So which framework should you choose? Should you choose one framework in its entirety or should you choose part of one and combine it with parts of another framework in a kind of incident response a la carte? When considering whether to adopt a framework as is or build your own, these are some things to think about:</p><ul><li>Are your business operations within the US borders or global?</li><li>Are you publicly traded or privately held?</li><li>What are the requirements of your regulatory and compliance landscape? Are you highly regulated?</li><li>Do you have obligations under the Federal Information Systems Management Act (FISMA)?</li><li>What are your contractual obligations with your business and trading partners?</li></ul><p>There are certainly more questions to be assessed. Consider an appropriate framework that provides structure to guide the incident response plan. Building the incident response plan on the framework, not the framework itself, enables your organization to create the resilience needed to support your business.</p>','','full_html'),('featured_article',0,48,608,'en',0,'<p><strong>Remote Tele-work &amp; Cyber Safety</strong></p><p>As business leaders, our priority and paramount concern is the health and safety of our employees, staff, contractors, customers, clients, and community. The response to COVID-19 has affected many of us – family, friends, and business partners locally and around the world. When it came to virus detection, our major worry until recently has been cyber-related, and how it might affect our technology services. We now have a different virus challenge.</p><p>The COVID-19 outbreak is an unstable dynamic situation and has the potential to be incredibly impactful and disruptive to our organizations – corporate, non-profits, and governments alike. As the majority of our work force transitions to working remotely, bad actors and cyber attackers have ramped up their malicious efforts to create and spread more fear, uncertainty and doubt (FUD), in addition to stealing your information and company data.</p><p><strong>Attacks And Scams</strong></p><p>Right now hackers and bad actors are targeting a variety of our essential services for living and working including:</p><ul><li>Banks, Credits Cards, Gift Cards and most sources of Money</li><li>Grocery Stores, Restaurants, and Food Delivery Services</li><li>Doctors, Hospitals and Pharmacists (Medicines)</li><li>Online Movie Services, Podcasts and other Entertainment</li><li>Pandemic Information Updates and Government Websites, and more</li></ul><p>They want your credentials, login IDs and credit card numbers to steal your personal information, money and company data. They are doing this using easily available tools – social media platforms, devices, apps, texting, instant messaging, emails – and anything else that can get a malicious link to you.</p><p>Cyber attackers do this through:</p><ul><li>fake emails – phishing scams</li><li>fake voice mails – vishing</li><li>fake ads and coupons</li><li>fake websites and landing pages</li><li>fake direct SMS texts to your phone</li><li>fake videos and images on social media</li><li>fake PDFs and documents</li><li>fake authority communications</li></ul><p>The bad actors offer:</p><ul><li>fake COVID-19 and pandemic info</li><li>fake financial aid and loans</li><li>fake grocery and food delivery sites</li><li>fake medicines and pharmacists</li><li>fake online doctors and medical tests</li><li>fake bank sites, fake credit card sites</li><li>fake movie and entertainment</li><li>fake unemployment sites</li><li>fake government sites</li></ul><p>When you use these services, it is best to type in the URL (website address) manually instead of following a click-through search, ad or delivered link. The malicious URLs are propagated using a variety of means including domain names only one character off, through embedded attachments, or even landing on a web page.</p><p><strong>Eight (8) DO’s and DON’T’s</strong></p><ol><li><strong>Use Secure VPN.</strong> Always use your secure VPN on your devices. This ensures you have a secure encrypted communication ‘tunnel’ while working. Bad actors can monitor your traffic. Public wi-fi hotspots should be avoided.</li><li><strong>Don’t Mix Devices.</strong> Conduct business on corporate devices to ensure cybersecurity hygiene for your corporate and client data.</li><li><strong>Regular Sign On.</strong> Ensure you log onto your corporate network regularly to get the most recent updates. With the evolving cyber threats, new attacks are coming out daily.</li><li><strong>Use Multi-factor Authentication (MFA).</strong> Enable and use your multi-factor authentication credentials. MFA adds an essential layer of protection for your credentials.</li><li><strong>Don’t Share Passwords.</strong> Even at home, don’t share your passwords. In addition, please don’t write down credentials and passwords on paper, sticky pads or other mediums where they can be seen or retrieved.</li><li><strong>Don’t Click Through.</strong> If it seems suspicious, don’t click through. Type in the URL or web address manually. Report it to your IT support if possible. Do NOT forward or send the malicious content.</li><li><strong>Verify If In Doubt.</strong> If you have a request from your supervisor, co-worker or subordinate for information or money that appears suspicious – STOP. Pick up the phone or use other safe means to verify the request. Business Email Compromise (BEC) is fast on the rise.</li><li><strong>Avoid New Apps.</strong> Hackers and scammers have flooded app stores with mobile apps (and websites) faking a variety of our essential services – banking, food delivery, government, entertainment. Be careful, be mindful.</li></ol><p><strong>Actionable Take-Aways During the Covid-19 Outbreak Leading Through This Crisis</strong></p><ol><li><strong>Clear and Frequent Communication:</strong><br>Lack of data creates a vacuum leading to ill-informed decisions, and unease throughout your organization. Ensure you and your peers communicate clearly and frequently with messaging that provides directed guidance and actionable take-aways.</li><li><strong>A Single Source of Truth:</strong><br>Avoid multiple sources and channels of information. Create a single portal that works for your organization – an app, a website, a hotline. Leverage existing data and risk assessments to support better decision making, enable transparency and communicate progress efficiently and effectively with employees, staff, and others.</li><li><strong>Provide Collaboration Tools:</strong><br>Whether you have established remote working capabilities or not, you need to provide secure solutions for your organization. Determine how your organization works and provide the necessary platforms identifying critical use cases. This includes general communications and secure access to instant messaging, file sharing, enterprise applications, and other systems of engagement.</li><li><strong>Cybersecurity Safety:</strong><br>Cyber aggressors are taking advantage of this global crisis by sending malicious emails and perpetrating other scams.</li></ol>','','full_html'),('featured_article',0,49,609,'en',0,'<p>Can security awareness training change behavior and reduce cyber risk?CIOs and CISOs realize human error is perhaps the biggest weakness in any information security program. Attacks are becoming more frequent. Five industries — health care, manufacturing, financial services, transportation, and government — have been ranked as the most frequently attacked sectors in the world.</p><p>While many large enterprises have mature employee training programs, incomplete employee training remains the main reason organizations are left vulnerable to phishing attacks — this is the conclusion of Proofpoint’s fourth annual 2019 Beyond the Phish report.</p><p>Here are four cybersecurity threats organizations should focus on during employee awareness training programs:</p><p><strong>TOP FOUR (4) SECURITY THREAT TOPICS FOR AWARENESS TRAINING</strong></p><meta charset=\"UTF-8\"><meta name=\"viewport\" content=\"width=device-width, initial-scale=1.0\"><title>Security Threats</title><style>\r\n    body {\r\n        font-family: Arial, Helvetica, sans-serif;\r\n        font-size: 16px;\r\n        line-height: 1.6;\r\n        color: #000;\r\n        margin: 20px;\r\n    }\r\n    strong {\r\n        display: block;\r\n        margin-bottom: 5px;\r\n    }\r\n</style><ol><li><strong>Phishing:</strong> At the enterprise level, many organizations struggle because it is a complicated issue. Employees need to be trained to be skeptical about essentially everything. Only those links that have been received from known senders should be clicked upon; however, even that can be difficult to discern.</li><li><strong>Unauthorized Application Installation/Usage:</strong> Another common security threat is posed by the installation of unauthorized applications. This can be addressed by revoking administrative access for corporate devices and for most employees. A training session explaining the importance of third-party credibility and authenticity can be enough to make employees aware of the threats posed by the installation of unauthorized applications.</li><li><strong>Password Practices:</strong> Guessing passwords is the easiest way of breaking into a system and has typically been the first trick up a hacker’s sleeve. Often times default passwords for hardware and systems are not changed. Another practice that elevates risk is using the same password for different applications. This can be addressed by spreading awareness about changing passwords and using strong passwords and the part they play in keeping the hackers at bay. Modern-day application systems won’t accept user passwords that don’t meet minimal complex security requirements.</li><li><strong>Data Leakage:</strong> Data Leakage can have serious consequences. Employees often transfer files between their personal computers and their corporate workstations or allow their family members to use their corporate devices at home, and this can create some security loopholes. Address this issue through enforcement of a company-wide policy prohibiting the transfer of data from corporate devices to personal ones. Software can be installed to address Data Loss Prevention (DLP).</li></ol><p>Even the most rigorously “secure” infrastructures can get compromised. The threats listed above are some of the most common human vulnerabilities and it is of vital importance that precautionary awareness regarding them be made widespread.</p><p><strong>SIX (6) CRITICAL COMPONENTS OF A SECURITY AWARENESS PROGRAM</strong></p><meta charset=\"UTF-8\"><meta name=\"viewport\" content=\"width=device-width, initial-scale=1.0\"><title>Security Awareness Program Components</title><style>\r\n    body {\r\n        font-family: Arial, Helvetica, sans-serif;\r\n        font-size: 16px;\r\n        line-height: 1.6;\r\n        color: #000;\r\n        margin: 20px;\r\n    }\r\n    strong {\r\n        display: block;\r\n        margin-bottom: 5px;\r\n    }\r\n    ol {\r\n        margin-left: 20px;\r\n    }\r\n</style><ol><li><strong>Content:</strong> Ensure you develop a program that employs multi-media content. Users learn from a variety of means at different levels and different paces. Utilizing a platform that allows delivery of a wide variety of content, including gamification, will help spread awareness of the program faster. You can also match different content types to different roles in your organization.</li><li><strong>Executive Support &amp; Planning:</strong> Ensure you have support from the top of the organization down. Security awareness programs require strong “tone-at-top.” Ensure you have a strategy and plan documented. Involve and communicate with your sponsor and stakeholders on a regular basis.</li><li><strong>Campaign Support Materials:</strong> A successful program should not be ‘one and done’; treat it as a marketing endeavor. Vary the content and materials to keep users engaged and active.</li><li><strong>Testing:</strong> Phishing simulations prompt users to either click a link, report the phish, or do nothing. You want to give them an opportunity to report phishing attempts and help the organization increase resilience. If they do fall for the phish, it is recommended you implement remediation follow-up training. Doing nothing is not ideal as it leaves the potential threat out there and increases risk for others in the organization.</li><li><strong>Metrics &amp; Reporting:</strong> Keep your sponsor and stakeholders apprised of the progress of the security awareness training program. You need to be able to demonstrate progress. Reporting is also useful for optimizing campaigns based on past results. You want to be able to see what is working well and what can be improved upon.</li><li><strong>Surveys/Assessments:</strong> These tools can help you understand the attitudes of your organization and how well your program is resonating with your people so you can adapt. Think of it as a pulse check of subtle nuances that are different from metrics/reporting, such as opinions, frame of mind, etc.</li></ol><p><strong>SUMMARY</strong></p><p>Effective education is imperative as cybercriminals continue targeting individuals, making a people-centric security approach essential. Use security awareness training software that provides testing. The phish testing software should provide performance reports so that you can measure improvements in employee behavior as training progresses.</p>','','full_html'),('featured_article',0,50,610,'en',0,'<p>Organizations – public and private – have felt the impact of the COVID-19 outbreak on our supply chains as suppliers have diminished workforces and capacity. While cybersecurity threats may appear less of a priority, hackers and cyber attackers are leveraging the headlines to swiftly escalate their attacks across most industries, including healthcare, banking, retail, and entertainment.</p><p><em>“CYFIRMA’s threat visibility and intelligence research revealed a massive increase of over 600% of cyberthreat indicators related to the Coronavirus pandemic from February to early March.”</em></p><p>Many businesses today tend to have a higher dependency on outsourced products, services, and tools to maintain ongoing operations. These services and tools can include hybrid cloud environments, hosted websites, external applications, mobile apps, and cloud storage services. This results in a higher risk exposure to critical services and potentially your sensitive data.</p><p>During this critical time, it’s important to engage and have an honest dialogue with your suppliers on business continuity and cybersecurity risk.</p><ol><li><strong>Establish a Strong Communication Channel:</strong> Establish a strong communication channel with your suppliers. It is essential for a successful partnership. Ensure you have established a clear and transparent process with a single point of contact. Begin with setting expectations and defining the related processes for refining and enforcing them. From a security standpoint, set those expectations with a clear understanding of what your vendor will do and how their activities and responsibilities can create potential security issues for your organization, in turn letting them know the potential issues.</li><li><strong>Cybersecurity Awareness:</strong> Your third-party suppliers, especially smaller organizations, may not be aware of the increased cyber threats. Be proactive through regular meetings and creating an established channel to share vetted information they can use to avoid phishing and other forms of cyber-attacks. Create a dashboard of reporting metrics to monitor your critical supply chain partners.</li><li><strong>Business Continuity:</strong> Some third-party suppliers to your organization’s operations may be determined critical. If they should be adversely affected, you may risk a loss to certain areas of your business operations. Engage your third-party suppliers and ask what they are doing to ensure their operations continue in the face of adverse events. Like cybersecurity awareness, partner with them to share vetted information for best practices in ensuring they have resources to cope with these types of challenges.</li><li><strong>Risk and Controls:</strong> Moving operations to alternative locations and external providers carries increased risks. It is important to understand your regulatory and compliance landscape, inventory and understand the critical services and sensitive information your third-party supplier handles. Beyond conducting risk assessments with your suppliers, partner with them to monitor and assess cybersecurity risks, especially when there is a change in the relationship, product, or service. In many cases, the regulatory and compliance liability remains with your organization.</li><li><strong>Centralized Assessment:</strong> Centralizing your assessment of supplier risk and resilience during periods of disruption and heightened risk represents a major operational advance for many. Third-party data breaches may force your organization to respond to incidents that are outside of your control or originate from an indirect source. Regardless of obligation, your organization may suffer significant reputational damage as a result of the incident.</li></ol><p><strong>FOUR (4) THINGS TO DO NOW TO ADDRESS THIRD PARTY RISK</strong></p><ol><li><strong>Communication:</strong> Establish clear and transparent processes, set expectations.</li><li><strong>Cybersecurity Awareness:</strong> Partner with suppliers to understand the risks.</li><li><strong>Business Continuity:</strong> Understand the impact to your business if your supplier is interrupted.</li><li><strong>Risk and Controls:</strong> Understand the regulatory and compliance landscape, monitor compliance.</li></ol><p>&nbsp;</p>','','full_html'),('featured_article',0,51,611,'en',0,'<!-- Headline with stylized first letter --><div class=\"headline\"><span class=\"first-letter\">N</span>ever trust, always verify.</div><!-- Body Paragraph --><p>The traditional idea of the well-defined network perimeter is outdated in a world where organizations are increasingly moving applications and data to cloud services, embracing a highly mobile remote workforce, and dealing with a significantly growing number of devices attaching to the corporate network. Many digital transformation initiatives are forcing businesses to rethink their enterprise security architecture. As organizations go through these changes, security concerns are paramount with cyber attacks on the rise.</p><!-- Quoted statistic --><p class=\"quote\"><em>“In March, there was a 30,000% increase in COVID-19 related attacks and malware.”(Source: Zscaler)</em></p><!-- Follow-up content --><p>&nbsp;</p><p>Today’s new reality in an increasingly perimeter-less world begs the question: how does an organization protect itself? The Zero Trust framework presumes bad actors are already in the network. The approach deploys multiple strategies such as (a) identity and access management, (b) multifactor authentication, (c) encryption, (d) risk scoring, and (e)role-based access controls to enforce strict governance policies. These policies provide user access to specific applications and resources aligned with their roles and responsibilities. This limits not only <em>north-south</em> movement in the network, but also <em>east-west</em> lateral movement across the network.</p><p><strong>Four (4) Things You Need To Know</strong></p><p>The methodologies that enable Zero Trust accomplish five (5) core tasks:</p><ol><li><p><strong>Micro-segmentation.</strong> Micro-segmentation is a method of creating secure zones in data centers, cloud deployments, and even applications, allowing organizations to isolate workloads from one another and secure them individually. It is aimed at making network security more granular. Using micro-segmentation, files in a network can be placed in separate secure zones. A user or program with access to one of those zones will not be able to access any of the other zones without separate authorization, tying security to individual workloads.</p><p><img src=\"/sites/default/files/inline-images/Zero-Trust_0.png\" data-entity-uuid=\"64a65fd7-9658-44dd-8310-feaeb8c99e1c\" data-entity-type=\"file\" width=\"300\" height=\"249\"></p></li><li><strong>Least Privilege Access</strong>. Zero-Trust is based on granting least privilege access. However, the access is only granted on verification of multiple contextual environmental variables at each request, such as: (a) who is requesting access, (b) what is the context of the request, and (c) what is the risk of access to the environment. Zero-trust no longer provides trust to anyone or anything connecting to valued systems. It treats equally traffic originating from within the network as well traffic arriving externally – users, devices, even API’s are all treated the same. This enables minimization of the attack surface, it improves audit, and reduces the risk and costs of security breaches.</li><li><strong>Multi-factor Authentication (MFA)</strong>. MFA is a core value of zero trust security. It means simply requiring more than one piece of evidence to authenticate a user, entering a password alone is not enough to gain access. The use of two-factor authorization—the addition of a code sent to another device — is now widely used and accepted by consumers and stakeholders. Other forms of authentication — biometrics — are emerging to bolster identity verification.</li><li><p><strong>Application Behavior and Visibility</strong>. A benefit of micro-segmentation is the enablement of application security that builds in policies defining allowed behavior and protection for each individual build. As example, ideation through development occurs in an environment isolated from the rest of the network so that any breach of an application will be contained and prevented from spreading into the rest of the network. Visibility into application behavior on devices that access applications also needs to be taken into account so anomalous activity can be detected and action can be taken more quickly.</p><p><img src=\"/sites/default/files/inline-images/Zero-Trust-2png.png\" data-entity-uuid=\"556637b5-cc8f-496e-b4c5-0ed550ac54b1\" data-entity-type=\"file\" width=\"918\" height=\"522\"></p></li></ol><p><strong>Designing and Building</strong></p><p>Use a five (5) step model for implementing and maintaining a Zero Trust network:</p><ol><li><strong>Define the protect surface.</strong> In the Zero Trust defining the scope of the protect surface in manageable portions is critically important. The protect surface should include the critical</li><li><strong>Map the transactions flows.</strong> How traffic moves across a network should define how it is protected. Therefore it is essential to gain contextual insight on the interdependencies of your data, application, assets and services – the DAAS. Documenting the interaction between specific resources allows the ability to properly enforce controls. It also provides valuable context to ensure the controls help protect the data.</li><li><strong>Architect a Zero Trust network.</strong> Zero Trust networks are built from the ground up, architected and customized around specific requirements for the protect surfaces. However it is imperative that the protect surface and transaction flow maps be completed first.</li><li><strong>Create the Zero Trust policy.</strong> Once the Zero Trust network has been architected, the next step is to define and whitelist which resources should have access to the others. The questions of “who, what, when, where, why and how” work well here.</li><li><strong>Monitor and maintain the network.</strong> Lastly, the final step is to ensure logging is enabled, all logs are reviewed (both internal and external) and data is analyzed in a timely manner. Visibility should be all way through Layer 7 of the OSI model.</li></ol><p>Upon completing the first protect surface for your organization, this model can be iteratively and easily expanded to other data sets, applications, assets and services from legacy or modern systems. It can be implemented in a cost-effective and non-destructive way.</p><p><strong>Zero Trust and the Future of Work</strong></p><p>Security objectives and best practices to keep mind while designing and building a Zero Trust environment that serves today’s needs and into the future should include these considerations:</p><ul class=\"BlogPreventList\"><li><strong>Think Anytime, Anywhere. </strong>Secure applications, data, users, devices and network traffic through persistent protection, all with the same degree of effectiveness regardless of location. The user experience should be frictionless and easy to deploy.</li><li><strong>Build for Resilience. </strong>As organizations mature their continuity of operations and crisis management plans, a Zero Trust architecture allows organizations to adapt and move quickly to changing environments and realities, in addition to providing strong cybersecurity best practices.</li></ul><p>Zero Trust means different things to different organizations. It is an approach, a framework. Zero Trust is not a specific tool or set of tools. It can be adapted to many use cases, particularly for remote work, teleworking, and BYOD (Bring Your Own Device) typically a practice still not considered secure, and it can be implement one defined protect surface at a time.</p><p>As senior leaders we are asked to be more strategic and drive revenue through technologies and integration as the business goals and needs expand. At the same time, cybersecurity is an incredibly complex problem to solve from both the end user side and in the data center as attack surfaces become even broader. It’s no longer a question of “if” a breach will happen but “when.” Zero Trust provides a scalable adaptive solution.</p><p>Author:</p><p>Laszlo S. Gonc, CISSP, First Senior Fellow, DivIHN Cybersecurity Center of Excellence</p>','','full_html'),('client_success',0,52,679,'en',0,'<p>Our client, a leading independent producer of high-quality, specialty hydrocarbon products, agreed to sell a 50,000 barrel per day refinery, associated delivery terminals, and related assets to an unaffiliated energy company for $435 million.</p>','','full_html'),('featured_article',0,53,612,'en',0,'<div style=\"font-family:Arial, sans-serif;font-size:16px;white-space:pre-wrap;\">\r\n                                                                                    T\r\n                                                                                    he California Consumer Privacy Act (CCPA) is a new regulation on the horizon that organizations must understand and, if applicable, take action to comply. CCPA becomes effective January 1, 2020 and time is running out.\r\n                                                                                      \r\n</div><meta charset=\"utf-8\"><meta name=\"viewport\" content=\"width=device-width, initial-scale=1\"><title>CCPA Overview</title><p>Some have compared CCPA to General Data Protection Regulation (GDPR) and, in reality, there is some overlap but there are also several differences. Similar to GDPR, CCPA reinforces a key principle: privacy is a fundamental right and individuals must be able to control the collection and use of their personal data.</p><p>CCPA is focused on giving the consumer rights to know what personal information is collected, to whom it’s sold or disclosed to, and the ability to exercise rights without fearing discrimination. The regulation also imposes responsibility on organizations to process consumer requests, manage risk to consumer personal information, and respond to breaches in a timely manner. The CCPA holds organizations accountable by enforcing fines for violations when they haven’t taken proper steps to protect consumers’ personal information.</p><p>The core consumer rights granted by CCPA are described below. As with any regulation, caveats are in place to promote fairness to both the consumer and organizations collecting and processing their personal information. For example, the right to deletion is granted but there are nine exceptions in place that enable organizations to retain consumers personal information (regulation section 1798.105(d)).</p><p><meta charset=\"utf-8\"><meta name=\"viewport\" content=\"width=device-width, initial-scale=1\"><title>Consumer Rights under CCPA</title></p><p>Consumer Rights</p><ul><li><strong>Right To Disclosure –</strong> Consumers have a right to know what personal information is collected and whether it’s sold or disclosed and to whom. The Right to disclosure also enables the consumer to receive a copy of their personal data in a standard format.</li><li><strong>Right To Deletion –</strong> Consumers may present a request to delete their personal information retained by the organization.</li><li><strong>Right To Opt-out –</strong> Consumers may exercise the right to say no to the sale of their personal information.</li><li><strong>Right To Nondiscrimination –</strong> When consumers exercise rights enabled by the CCPA, organizations must not apply financial penalties, deny goods and services, or provide an unequal service as a result of their requests.</li></ul><meta charset=\"utf-8\"><meta name=\"viewport\" content=\"width=device-width, initial-scale=1\"><title>CCPA Applicability</title><p>CCPA is applicable to for profit organizations collecting personal information from California residents and determining what is done with the data. Additionally, one or more of the following must apply for organizations to be subject to CCPA:</p><ul><li>Annual gross revenue is greater than $25mil</li><li>Personal information from &gt;50k consumers, households, or devices</li><li>Derive greater than 50% of annual revenue generated from the sale of consumer’s personal information</li></ul><p>As with any regulation, the definition of personal information influences the impact on organizations need to comply. CCPA defines personal information as information that identifies, describes, or could be reasonably linked to a consumer or household (regulation section 1798.140(o)). Personal information includes the items listed below. The list is not definitive and can change at any time.</p><meta charset=\"utf-8\"><meta name=\"viewport\" content=\"width=device-width, initial-scale=1\"><title>Personal Information under CCPA</title><p>&nbsp;Personal Information</p><ul><li><strong>Identifiers:</strong> real name, social security number, driver’s license number, email address, postal address, IP address, account ID or online identifier.</li><li><strong>Commercial Information:</strong> personal property records, purchase history and patterns</li><li><strong>Biometric Information:</strong> DNA, fingerprint data, and iris scan data</li><li><strong>Electronic Activity:</strong> search history, browsing history, and cookie data</li><li><strong>Geolocation:</strong> GPS data</li><li><strong>Inferences/Profiling:</strong> behavior, personal preferences, psychological state</li></ul><p>Now that we’ve established what CCPA is and how it applies, the question becomes what do you have to do to prepare for compliance. Those organizations familiar with GDPR will notice these steps.</p><p>&nbsp;</p><meta charset=\"utf-8\"><meta name=\"viewport\" content=\"width=device-width, initial-scale=1\"><title>Key Considerations For CCPA Compliance</title><p>&nbsp;Key Considerations For CCPA Compliance</p><p>Assess Applicability – Identify the California residents, devices, and households targeted by the organization. Determine whether the organization must comply with the CCPA.</p><p>Perform Data and Processing Inventory – Understand what personal data collected and processed. Additionally, identify the third parties the data is sold to. This critical step will require significant effort if the data inventory and flows don’t exist. The effort is worth it because the output can be used for other privacy initiatives and improves the organization’s ability to protect the data.</p><p>Assess Policies – Include a description of consumer’s rights in the organization’s privacy policy.</p><p>Update Website – The CCPA requires all web sites to contain a link labeled “Do Not Sell My Information”. This link must be conspicuously placed on the web site home page and must enable the consumer to opt out of the sale of their personal information.</p><p>Support Consumer Rights – Make available two methods to allow consumers to submit requests: toll free number and form on website is acceptable. Additionally, implement processes to intake and satisfy requests in a timely manner (45 days from receipt of verifiable request). The process must include a preliminary assessment to verify the request before fulfillment.</p><p>Apply Technical Measures and Controls – Organizations must implement practices to understand the privacy impact as new software is introduced, scope of data collected changes, or processing of personal data changes. Furthermore, leadings practices must be established to protect personal data in the possession of the organization. Data Protection Impact Assessments (DPIAs) are used to assess privacy implications and establish appropriate security controls to manage risk. This is followed up with leading practices such as encryption to protect the personal data of California consumers. This is important to limit the organization and consumer exposure in the event of a breach or data leakage. Additionally, the CCPA allows the California Attorney General to impose significant penalties if breached or leaked data is unencrypted or not redacted. There are many additional considerations for data protection but we’ll stop here for now.</p><p>The CCPA is primarily focused on privacy but the impact is felt throughout many departments in the organization. Understanding what personal information you have, how it’s processed (including the sale of the data), and how it’s protected is on the critical path to establishing CCPA compliance. The first two items are needed to establish the right processes to support consumer rights. The latter item is needed to ensure personal data is handled responsibly – reasonable measures.</p><p>This post provides a basic understanding of the CCPA and what organizations must do to prepare for compliance. The regulation is comprehensive and requires a deeper dive to understand how it applies to your organization and the specific next steps needed to achieve compliance.</p><p>Additional CCPA information can be referenced on the State of California Department of Justice or the Californian’s Consumer Privacy website.</p><p>Before the draft of this post was completed the state of Nevada passed its own privacy law advancing the privacy rights of consumers. The regulation is more narrow than CCPA but will become effective on October 1, 2019. The message here is privacy laws will continue to be passed and organizations will be pressed to comply. Get ahead of the wave and develop a strong privacy framework that enables reasonable consumer/data subject/individual rights based on your business model, and enforce it by adopting privacy by design methods and effective security program to protect the organization’s data and technology assets.</p>','','full_html'),('client_success',0,54,680,'en',0,'<p>DivIHN\'s solution fostered innovation in addition to objectively quantifying project priorities. This helped the CISO improve Service Levels while managing expectations of user/business communities.</p>','','full_html'),('featured_article',0,55,613,'en',0,'<p>O pen Source Software (OSS) is freely distributed code and/or binaries that can be used, modified, and redistributed in accordance with its licensing terms.</p><p>The use of open source in the development process is pervasive and will continue to grow over time. Results from the Synopsys 2020 Open Source Security &amp; Risk Analysis Report demonstrates the dependency on open source.</p><p>&nbsp;</p><p>&nbsp;</p><p>&nbsp;</p><p><a href=\"https://cms.divihn.com/sites/default/files/2024-03/Managing-Risk-in-Open-Source.pdf\" target=\"_self\"><img src=\"https://cms.divihn.com/sites/default/files/2024-03/Download-PDF-Button-James-Alexander-Michie-1.png\" alt=\"Download PDF button\" width=\"236\" height=\"63\"></a></p>','','full_html'),('client_success',0,56,681,'en',0,'<p>Our customer is a large County Government on the west coast of USA. The Cybersecurity Architecture work was carried out in the context of the overall review of the Technology Assets of the county.</p>','','full_html'),('featured_article',0,57,614,'en',0,'<p>R ansomware continues to be a real threat to business operations across all industries, no organization is safe from this threat.</p><p>The combination of widely available exploit kits on the dark web, limited resources and skills needed to execute attacks, and potential financial gain makes ransomware attractive to bad actors.</p><p>The intent of this guidance is to provide insight into the ransomware threat and the actions that should be taken to reduce it.</p><p>&nbsp;</p><p>&nbsp;</p><p>&nbsp;</p><p><a href=\"https://cms.divihn.com/sites/default/files/2024-03/Ransomware-Threat-Management.pdf\" target=\"_self\"><img src=\"https://cms.divihn.com/sites/default/files/2024-03/Download-PDF-Button-James-Alexander-Michie-1.png\" alt=\"\" width=\"236\" height=\"63\"></a></p>','','full_html'),('webinar',0,60,618,'en',0,'<p><strong>About Webinar</strong></p><p>The world of business is changing quickly. Organizations that are best able to adjust and adapt will thrive, while those that evolve too slowly will struggle. In order to succeed in the face of rapid and accelerating change, you must become a Dynamic Organization. Cloud solutions and web-based communications, collaboration and productivity platforms can dramatically enhance and support your development and growth.</p><p><strong>Join us to learn:</strong></p><ul><li>What exactly is a Dynamic Organization, and why should you want to be one?</li><li>What do you need to do to become a more Dynamic Organization?</li><li>How can cloud-based solutions and platforms help you be adaptive and resilient?</li></ul><p>&nbsp;</p>','','full_html'),('featured_article',0,61,620,'en',0,'<p>C ybersecurity can be a complex and overwhelming discipline.</p><p>There is much written about every aspect ranging from how to effectively train your workforce to the re-identification of anonymized data to threat detection. Adding to the cybersecurity fog is complex technology environments that constantly change to accommodate the pace of business and digital transformation needed to remain competitive.</p><p>The intent of this post is to share thoughts on how to rationalize cybersecurity (governance, technical controls, and processes) and focus on what’s important to your business while blocking out the noise. Management of cyber risk is at the center of cybersecurity. Understanding the cyber threats to your business, the likelihood of them materializing, and their potential impact (financial, reputational) is fundamental. Casinos, steel manufacturers, hospitals, research organizations all face cyber threats. Granted, some of the threats may be more pronounced and the impact more catastrophic, but they all must understand the risk technology brings to their business.</p><p>The Cybersecurity Rationalization diagram describes the rationalization process at a high-level. Thoughtfully addressing these areas will help you effectively manage risk. Does this guarantee there will be no cybersecurity incidents or breaches? Absolutely not. Technology environments are too complicated, some technologies (e.g., TCP/IP) are inherently insecure, and humans, well, are humans. Taking these steps will reduce the number of incidents and their impact on your business.</p><p><em>Cybersecurity Rationalization</em></p><img src=\"/sites/default/files/inline-images/cybersecurity-taxonomy-2.png\" data-entity-uuid=\"c28835cb-fb21-44c2-9476-d6785b33f992\" data-entity-type=\"file\" width=\"900\" height=\"391\"><p>&nbsp;</p><ol><li>To understand cyber risk we must first identify the data collected and technology services provided. The sensitivity of data collected and critical nature of services influence business risk tolerance.</li><li>Business leaders must determine their business risk tolerance. Will a breach or cybersecurity incident lead to reputational damage and significant loss of revenue? Will a breach result in significant harm to individuals (e.g., expose extremely sensitive information)? If so, the business risk tolerance should be low.</li><li>Business risk tolerance influences the level of cybersecurity controls implemented. Cybersecurity controls range from identity and access management to endpoint protection to cloud security. Security monitoring (threat detection) and incident response is also included in the scope of cybersecurity controls. Risk averse organizations may require more extensive cybersecurity controls to reduce cyber risk.</li><li>Threats to data and technology services are another factor that influence cybersecurity controls. A reasonable understanding of bad actors and associated threats to your business is required. This is important because it helps to identify blind spots.</li><li>Vulnerabilities increase cyber risk. The importance of vulnerability management can’t be overstated. Bad actors exploit some type of weakness be it technical or human-based to accomplish their goal. Identifying, prioritizing, and remediating vulnerabilities is critical. Proactively addressing technical debt reduces the vulnerability management challenge.</li><li>Regulatory (e.g., HIPAA) and customer contractual requirements contribute to business risk as non-compliance can result in fines and other damages. These requirements must be considered but should not drive definition of cybersecurity controls. Leading practices, relevant threats and risk tolerance should guide effective cybersecurity.</li><li>If the disciplines outlined above are addressed in a thoughtful manner, the outcome is effective cyber risk management. A continual focus on threats, vulnerabilities, and effectiveness of controls while considering business risk tolerance will create the right culture. Combining this with cybersecurity governance will ensure alignment as the business needs change.</li></ol><p>This is a high-level view into how to approach cybersecurity and manage cyber risk. In reality, each one of these disciplines (e.g, threat management, vulnerability management) require a focused effort to implement the needed capability. The challenge is balancing cybersecurity with cost, productivity, and user experience to reasonably protect data and services, and minimize the risk to people, society, and business. There is no easy answer to meeting this challenge, it’s a journey not a destination.</p><p>We live in a hyper-digital age and technology is critical in all aspects of our lives. Effective cybersecurity is more important than ever!</p>','','full_html'),('webinar',0,62,621,'en',0,'<p><strong>About Webinar</strong></p><p>The world of business is changing quickly. Organizations that are best able to adjust and adapt will thrive, while those that evolve too slowly will struggle. In order to succeed in the face of rapid and accelerating change, you must become a Dynamic Organization. Cloud solutions and web-based communications, collaboration and productivity platforms can dramatically enhance and support your development and growth.</p><p><strong>Join us to learn:</strong></p><ul><li>What exactly is a Dynamic Organization, and why should you want to be one?</li><li>What do you need to do to become a more Dynamic Organization?</li><li>How can cloud-based solutions and platforms help you be adaptive and resilient?</li></ul>','','full_html'),('webinar',0,63,622,'en',0,'<p><strong>About Webinar</strong></p><p>The world of business is changing quickly. Organizations that are best able to adjust and adapt will thrive, while those that evolve too slowly will struggle. In order to succeed in the face of rapid and accelerating change, you must become a Dynamic Organization. Cloud solutions and web-based communications, collaboration and productivity platforms can dramatically enhance and support your development and growth.</p><p><strong>Join us to learn:</strong></p><ul><li>What exactly is a Dynamic Organization, and why should you want to be one?</li><li>What do you need to do to become a more Dynamic Organization?</li><li>How can cloud-based solutions and platforms help you be adaptive and resilient?</li></ul>','','full_html'),('blog',0,64,623,'en',0,'<p>D o you know if your organization is Cyber Secure or Cyber Insecure?</p><p>My focus in this blog series will be about Cybersecurity and your organization.</p><p>Cyber-Insecurity and Cyber Crime have been hurting your business yesterday, and today and will continue to do so tomorrow if you do not:</p><ol><li>have a robust business understanding of the risks of not securing adequately your digital business infrastructures, systems, and product lines.</li><li>have a comprehensive set of business-focused strategies and plans to secure and provide cyber resilience in your digital business world.</li><li>have in place the enterprise and business unit governance policies, processes, procedures, and training which creates a foundation for a company culture of ownership and accountability for cybersecurity at all levels of your company, … Board of Directors, Executive Leadership, management, and employees.</li><li>have in place the operational practices, which include the use of your processes, procedures, supporting tools (manual or automated) and reporting to know whether your Cybersecurity capabilities are protecting your enterprise or not.</li><li>have the practice and acquired learning and knowledge about what to do and not do when your organization has been cyber-compromised.</li></ol><p>Cyber compromise takes many forms and attacks us from many directions. National States, terrorists, criminals, hacktivists, business competitors and business insiders all take advantage of Cyber Insecurity for illegal political, economic, financial, ideological, societal, business competitive and/or personal gain. The reason behind a cyber-attack is interesting but matters little compared to the impact on your business.</p><p>One of the industry reports I pay attention to year after year is the IBM Cost of a Data Breach Report. The latest IBM Cost of a Data Breach (2022) Report tells us that:</p><ul><li>83% of organizations studied have had more than one data breach.</li><li>60% of breaches led to increases in prices passed on to their customers.</li><li>79 of critical infrastructure organizations didn’t deploy a zero trust architecture.</li><li>19% of breaches occurred because of a compromise with a business partner.</li><li>45% of breaches were cloud-based.</li><li>The average cost of a data breach was $4.35m.</li><li>The average cost of a ransomware attack, not including the cost of the ransom itself, was $4.5m.</li><li>19% of breaches were caused by stolen or compromised credentials.</li><li>The average cost savings associated with Incident Response Governance, regularly tested Incident Response plans and Incident Response Teams was $2.66m.</li><li>The average cost of a data breach in the United States, the highest of any country was $9.44m.</li><li>The average time to identify and contain a data breach was 277 days.</li></ul><p>This last fact is the big one. The average time to identify and contain a data breach was 277 days. This is just an average. How many news reports have you read this past year about data breaches being reported that had been ongoing for over a year or more?</p><p>Another industry report I pay attention to is the Version Data Breach Investigations Report (DBIR). The Version DBIR 2022 tells us that:</p><ul><li>82% of breaches involve a human element, including social attacks, employee errors and misuse of systems and data.</li><li>There has been a 13% increase in Ransomware breaches, more than the last five years combined.</li><li>62% of system intrusions involved threat actors compromising business partners.</li></ul><p>These facts should be alarming to you. 82% of data breaches occurred due to a person making a mistake. Ransomware breaches continue to increase. 62% of digital systems intrusions originated with a business partner.</p><p>If you are a Board member, executive, director, or manager of a small, medium, or large business enterprise, you should be alarmed and concerned enough by this information to at least ask some questions within your organization to determine if you are Cyber Secure or Cyber Insecure!</p><p>In my next post, I will speak about <strong><u>Cyber Risk from the perspective of Business Risk.</u></strong></p><p>Feedback and comments are welcome, as well as any specific Cybersecurity or Cyber Insecurity topic you might want me to comment upon.</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, 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',0,65,624,'en',0,'<p>I n my last post I asked the question: Do you know if your organization is Cyber Secure or Cyber Insecure?</p><p>In this post, I will be discussing with you <strong><u>Cyber Risk from the perspective of Business Risk.</u></strong></p><p>Business Risk is the possibility that an event will eventually lead to a reduction in a company’s objectives, i.e. current or future economic profits. Pretty much every business today, from small “mom and pop” businesses, all the way up in size to massive global multinational businesses, has a significant to massive dependence upon their information technology-driven business operations. There is no avoiding the fact that Cyber Risk is a dominant risk category that every business faces. <strong><u>Cyber Risk is one of the few risks which businesses face which have the potential to bring a business to a complete standstill!</u></strong> Ask yourself this series of questions:</p><ul><li>Can your business survive a complete shutdown of business operations for 1 day?</li><li>Can your business survive a complete shutdown of business operations for 7 days?</li><li>Can your business survive a complete shutdown of business operations for 14 days?</li><li>Can your business survive a complete shutdown of business operations for 21 days?</li><li>Can your business survive a complete shutdown of business operations for 28 days?</li></ul><p>Is this too hard to imagine? Change the questions to something like this:</p><ul><li>Can your business survive a significant shutdown of business operations for 1 day?</li><li>Can your business survive a significant shutdown of business operations for 7 days?</li><li>Can your business survive a significant shutdown of business operations for 14 days?</li><li>Can your business survive a significant shutdown of business operations for 21 days?</li><li>Can your business survive a significant shutdown of business operations for 28 days?</li></ul><p>I have asked this series of questions of business leaders and board members many times. I have never received the following reply in response:</p><p><strong>“We may be impacted for a few days but will be back up and running within 7 days with minimal business interruption and impact.”</strong></p><p>Never! Not once! The response I normally receive from asking these questions takes one of two forms. Either a denial that this could ever happen or a non-verbal response involving a lot of uncomfortable facial expressions and body language.</p><p>My purpose with these questions is to get your attention.</p><p><strong>Cyber Risk is Business Risk</strong></p><p>You do not have to take only my word for this fact:</p><p>The World Economic Forum reports<strong> Widespread Cybercrime and Cyber Insecurity</strong> as the top 10 global risks over the short and long term (two to ten years as reported in the WEF The Global Risk Report 2023 Insight Report).</p><p>The Allianz Risk Barometer 2023, another global industry risk reporting standard finds cyber incidents to be the #1 top risk that businesses face <em>“reflecting the importance of today’s digital economy, the evolving threat from ransomware and extortion, as well as geopolitical rivalries and conflicts increasing being played out in cyberspace. Cyber risk and business interruption (BI) are closely linked with cyber also ranking as the cause of BI (business interruption) companies fear most.” (Allianz Global Corporate &amp; Specialty (AGCS) is a leading global corporate insurance carrier.)</em></p><p>It is my experience that most companies do not typically ignore risks to their business operations. What I have experienced, though, is that most of the companies and leadership teams do not fully understand the cascading systemic risks which Cyber Risk and Cyber Insecurity present to their organizations. Many companies address their risks with a <strong>Governance, Risk, and Compliance (GRC) </strong>approach and support staff, following sound risk assessment practices which result in an annual risk report. GRC practices have matured in some organizations and are addressed via an<strong> Enterprise Risk Management (ERM)</strong> process, often still an annual risk assessment with associated risk reduction and abatement plans. Further, I see more advanced and integrative risk management practices being utilized in an<strong> Integrated Risk Management (IRM)</strong> approach taking a Value Chain integrated business risk perspective more in line with an organization’s extended business operations across business units, support functions, extended supply chains, and customer value chains.</p><p>Best practices in<strong> Integrated Risk Management (IRM)</strong> involve developing a structured and disciplined approach that aligns business strategy, processes, technology use, and knowledge with the purpose of evaluating and managing uncertainties an organization and its value chain faces. IRM categories of risk recognition involve business Strategic Risk, Operational Risk, Financial Risk, and Hazard Risk.</p><p>One of the emerging risk management models which takes a fully integrative approach to identifying risk from a corporate director’s and senior leader’s perspective can be found in the DIRECTOR™ and RISCX™ Models. The DIRECTOR™ model identifies eight core domains of risk from a corporate director’s perspective that regulate the health and vitality of an organization’s digital ecosystem. The RISCX™ model identifies five key causes of system risk within and across these domains. (Digital Directors Network).</p><p>The eight domains of the DIRECTOR™ model are: Data, Information Architecture, Risk Communications, Emerging Technology, Cyber Security, Third Party, and Operations of IT risks. The key causes of risk failures identified in the RISCX™ model allow an assessment of the systemic nature of a company’s risks from the perspectives of: cross-jurisdictional boundaries (legal, regulatory, geographic), replaceability (of processes, systems, technologies in the event of a disruption), inter-connectedness (of processes, systems, suppliers, customers), size and the overall complexity of organizations. Used together the DIRECTOR™ and RISCX™ model allow a fully integrative view of systemic business Cyber Risk to emerge and become visible.</p><p>The threats that Cyb</p>','','full_html'),('blog',0,66,625,'en',0,'<p>At the end of my last post, I promised to provide visibility into categories and types of risk, and to provide visibility emphasis into Cyber Risks and their systemic interconnectedness with and potential impacts on business operations. This will take more</p><p>The most important consideration to fully embrace in understanding Risk to your Business today is that Digital and Information Technology Systems are the lifeblood of your business. Even the simplest “mom and pop business” utilizes information technology, online tools, and services today.</p><p><strong>Cyber Insecurity creates the opportunity for Business Interruption</strong></p><p><strong>Cybersecurity is a Business Decision</strong></p><p>To start, let’s first explore categories of risk to your business.</p><ul><li>Strategic Risks</li><li>Operational Risks</li><li>Financial Risks</li><li>Hazard Risks</li></ul><p><strong>Strategic risks</strong> are the things that can harm your business in a manner that impedes your business’s ability to achieve its strategic goals and objectives.&nbsp;</p><p><strong>Operational risks</strong> are the things that can prevent your business from carrying out day-to-day operational activities in either small or large ways.</p><p><strong>Financial risks</strong> are the things that have the potential to harm your business’s financials.&nbsp;</p><p><strong>Hazard risks</strong> can harm your business’s physical assets and employees and contractors.</p><p>Every business faces a large list of risks in each of these categories.</p><div style=\"display:flex;flex-wrap:wrap;gap:20px;justify-content:center;\"><!-- Strategic Risks --><div style=\"border:1px solid #000000;padding:10px;width:220px;\"><ul style=\"list-style-type:none;margin:0;padding-left:15px;\"><li>Strategic Risks</li><li style=\"color:#f58220;\">● <span style=\"color:black;\">Political</span></li><li style=\"color:#f58220;\">● <span style=\"color:black;\">Economic</span></li><li style=\"color:#f58220;\">● <span style=\"color:black;\">Regulatory</span></li><li style=\"color:#f58220;\">● <span style=\"color:black;\">Market</span></li><li style=\"color:#f58220;\">● <span style=\"color:black;\">Reputation</span></li><li style=\"color:#f58220;\">● <span style=\"color:black;\">Leadership</span></li><li style=\"color:#f58220;\">● <span style=\"color:black;\">Brand</span></li><li style=\"color:#f58220;\">● <span style=\"color:black;\">Customer</span></li><li style=\"color:#f58220;\">● <span style=\"color:black;\">Mergers &amp; Acquisitions</span></li><li style=\"color:#f58220;\">● <span style=\"color:black;\">Etc.</span></li></ul></div><!-- Operational Risks --><div style=\"border:1px solid #000000;padding:10px;width:220px;\"><ul style=\"list-style-type:none;margin:0;padding-left:15px;\"><li>Operational Risks</li><li style=\"color:#f58220;\">● <span style=\"color:black;\">Human Resource</span></li><li style=\"color:#f58220;\">● <span style=\"color:black;\">Business Process</span></li><li style=\"color:#f58220;\">● <span style=\"color:black;\">Technology</span></li><li style=\"color:#f58220;\">● <span style=\"color:black;\">Supply Chain</span></li><li style=\"color:#f58220;\">● <span style=\"color:black;\">Business Continuity</span></li><li style=\"color:#f58220;\">● <span style=\"color:black;\">Channel Effectiveness</span></li><li style=\"color:#f58220;\">● <span style=\"color:black;\">Customer Satisfaction</span></li><li style=\"color:#f58220;\">● <span style=\"color:black;\">Health and Safety</span></li><li style=\"color:#f58220;\">● <span style=\"color:black;\">Environment</span></li><li style=\"color:#f58220;\">● <span style=\"color:black;\">Product and Service</span></li><li style=\"color:#f58220;\">● <span style=\"color:black;\">Efficiency</span></li><li style=\"color:#f58220;\">● <span style=\"color:black;\">Capacity</span></li><li style=\"color:#f58220;\">● <span style=\"color:black;\">Compliance</span></li><li style=\"color:#f58220;\">● <span style=\"color:black;\">Etc.</span></li></ul></div><!-- Financial Risks --><div style=\"border:1px solid #000000;padding:10px;width:220px;\"><ul style=\"list-style-type:none;margin:0;padding-left:15px;\"><li>Financial Risks</li><li style=\"color:#f58220;\">● <span style=\"color:black;\">Volatility</span></li><li style=\"color:#f58220;\">● <span style=\"color:black;\">Currencies</span></li><li style=\"color:#f58220;\">● <span style=\"color:black;\">Interest Rates</span></li><li style=\"color:#f58220;\">● <span style=\"color:black;\">Commodities</span></li><li style=\"color:#f58220;\">● <span style=\"color:black;\">Credit</span></li><li style=\"color:#f58220;\">● <span style=\"color:black;\">Liquidity</span></li><li style=\"color:#f58220;\">● <span style=\"color:black;\">Market</span></li><li style=\"color:#f58220;\">● <span style=\"color:black;\">Compliance</span></li><li style=\"color:#f58220;\">● <span style=\"color:black;\">Legal</span></li><li style=\"color:#f58220;\">● <span style=\"color:black;\">Etc.</span></li></ul></div><!-- Hazard Risks --><div style=\"border:1px solid #000000;padding:10px;width:220px;\"><ul style=\"list-style-type:none;margin:0;padding-left:15px;\"><li>Hazard Risks</li><li style=\"color:#f58220;\">● <span style=\"color:black;\">Natural Disasters</span></li><li style=\"color:#f58220;\">● <span style=\"color:black;\">Terrorism</span></li><li style=\"color:#f58220;\">● <span style=\"color:black;\">Shooter Events</span></li><li style=\"color:#f58220;\">● <span style=\"color:black;\">Insurable Liabilities</span></li><li style=\"color:#f58220;\">● <span style=\"color:black;\">Impairment of Assets</span></li><li style=\"color:#f58220;\">● <span style=\"color:black;\">Health / Pandemic</span></li><li style=\"color:#f58220;\">● <span style=\"color:black;\">Etc.</span></li></ul></div></div><p>&nbsp;</p><p>If you start to feel that risks surround your business, you are not alone. James M. Kaplan et al. l, in their book “Beyond Cybersecurity, Protecting Your Digital Business”, provides extensive exposure to how every company is surrounded by risk.</p><p>The risk your company faces is also not yours alone; it extends and is extended to your company from throughout your extended business chain or value chain, including to and from you and your suppliers, customers, and attackers.</p><p>The<strong> World Economic Forum “Global Risks Report 2023”</strong> (in partnership with Marsh McLennan and Zurich Insurance Group) continues to report year after year that widespread cybercrime and cyber insecurity are among the top ten <strong>Global Risks in the short term (2 years) and long term (10 years). </strong>WEF reports, <em>“Alongside a rise in cybercrime, attempts to disrupt critical technology-enabled resources and services will become more common, with attacks anticipated against agriculture and water, financial systems, public security, transport, energy, and domestic space-based and undersea communications infrastructure. Technological risks are not solely limited to rouge actors. Sophisticated analysis of larger data sets will enable the misuse of personal information through legitimate legal mechanism, weakening individual digital sovereignty and the right to privacy, even in well-regulated democratic regimes.”</em> Business participants in this report rated the severity of Widespread Cybercrime and Cyber Insecurity as their fourth highest concern (rating Cost-of-Living, Natural Disasters and Extreme Weather, and Geoeconomic Confrontation as higher concerns).</p><p>Let’s get back to Cybersecurity and Cyber Insecurity: the <strong>Allianz Risk Barometer 2023</strong> (prepared and published by the Allianz Global Corporate and Specialty Insurance company) reports that the #1 most important global business risk of concern to their clients is Cyber Incidents, including cybercrime, malware and ransomware causing system downtime, data breaches, fines, and penalties.</p><p>The Allianz Risk Barometer 2023 reports that <strong>Business Interruption</strong> is the most feared business risk, reflecting ongoing concern for the disruption caused by ransomware attacks, IT system, and cloud outages, and the threat of cyber war. “Severe Business Interruption can result from a wide range of cyber-related triggers, including malicious attacks by criminals or state-backed hackers, human error, or technical glitches. Allianz’s analysis of cyber-related insurance industry claims that it has been involved with over the past five years, Business Interruption is the main cost driver for 57% of claims globally and is a significant driver for the rising severity of claims, including from ransomware attacks, which have proliferated in recent years. Hackers increasingly target both digital and physical supply chains providing opportunities to simultaneously attack multiple companies and gain additional leverage for extortion. Cyber Business Interruption exposures are also growing with the trend for digitalization, as companies introduce new technology and live with the legacy of aging IT infrastructure and software.”</p><p><strong>Cyber Insecurity / Cybercrime triggered Business Interruption is the most feared of all Risks.</strong></p><p>Cyber Insecurity / Cybercrime enabled Business Interruption is the most feared of all Business Risks today because of the pervasive and persistent integration of digital and information technology systems within and between our business partners, customers, suppliers, employees and their families. The physical infrastructures supporting our businesses include electrical grids, water supplies, transportation systems and networks (trains, planes and automobiles), food sources and supplies, etc. There is no aspect of our business and personal lives which are not Cyber interconnected today.</p><p><strong>Cyber Connectedness is Pervasive</strong></p><p><strong>Cyber Business Interruptions, as a result, are Pervasive and Impactful.</strong></p><p>Risk is an integral part of any business. Risk is also an essential part of any business investment decision.</p><p><strong>Risk + Investment should yield Desired Business Outcomes.</strong></p><p>Thus: <strong>Cybersecurity is a Business Decision</strong></p><p>This is why in my last blog post, I asked you to consider two questions:</p><ol><li>How much security do you need?</li><li>As a business, what can you live without?</li></ol><p>I also suggested that you could ask yourself a series of questions to help wrap your mind around “risk event triggered” loss with these questions:</p><ul><li>Can your business survive a complete shutdown of business operations for 1 day?</li><li>Can your business survive a complete shutdown of business operations for 7 days?</li><li>Can your business survive a complete shutdown of business operations for 14 days?</li><li>Can your business survive a complete shutdown of business operations for 21 days?</li><li>Can your business survive a complete shutdown of business operations for 28 days?</li></ul><p>Also, as you consider the answers to these questions, you will most likely begin to “qualify” your answers from your perspective of “impacts” or impacts to your business or parts of your business.</p><p>In my next blog post, I will introduce the notion that we are all Risk Managers, taught by our parents and caregivers from birth. I will also share perspectives on understanding Threats and creating a Threat Catalog. This will set the stage to discuss how you may make decisions about how much security you need and, as a business, what you can live without. Along the way, I promise to further explore the emerging risk management model utilizing a fully integrative approach to identifying risk from a corporate director’s and senior leader’s perspective, which can be found in the DIRECTOR™ and RISCX™ Models.</p><p>Feedback and comments are welcome, as well as any specific Cybersecurity or Cyber Insecurity topic you might want me to comment upon.</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, 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',0,67,626,'en',0,'<p>In my last blog post, we explored both the World Economic Forum “Global Risks Report 2023” and the “Alliance Risk Barometer 2023”. A simple summation of both reports is:</p><ul style=\"list-style-type:none;padding-left:15px;\"><li style=\"color:#f58220;\">● <span style=\"color:black;\">Cyber Insecurity / Cybercrime triggered Business Interruption is the most feared of all Risks</span></li><li style=\"color:#f58220;\">● <span style=\"color:black;\">Cyber Connectedness is Pervasive</span></li><li style=\"color:#f58220;\">● <span style=\"color:black;\">Cyber Business Interruptions as a result are Pervasive and Impactful</span></li></ul><p>I had planned in this post to explore the notion that we are all Risk Managers, taught by our parents and / or caregivers from the day we are born and to share perspectives on understanding Threats and creating a Threat Catalog. However, I am going to deviate from my plans to provide you with a special update about the July 26th, 2023, release by the Security and Exchanges Commission of their:</p><p><strong>“SEC New Rules on Cybersecurity Risk Management, Strategy, Governance and incident Disclosure by Public Companies”.</strong></p><p>Industry media has been ablaze since July 26th with reactions to these new SEC Cybersecurity Rules. There has been an immense amount of praise, as well as some disappointment, expressed about these new SEC rules. There has also been a significant amount of disinformation published about these “RULES” by quick reactionaries who in my opinion rushed to publish something, perhaps too quickly without fully reading and digesting this SEC Rules release. So, let’s look at the new SEC Rules, because if you are involved in Cybersecurity and / or Risk Management,<strong> this is a big deal!</strong></p><p><strong>What is the SEC’s Goal in adopting their new Rules on Cybersecurity Risk Management, Strategy, Governance, and Incident Disclosure by Public Companies?</strong></p><p>The goal of these new rules is to improve public company disclosures concerning cybersecurity and to provide investors with timely and consistent cybersecurity disclosures to allow investors to make informed investment decisions.</p><p>From the SEC press release: <em>The Securities and Exchange Commission today adopted rules requiring registrants to disclose material cybersecurity incidents they experience and to disclose on an annual basis material information regarding their cybersecurity risk management, strategy, and governance. The Commission also adopted rules requiring foreign private issuers to make comparable disclosures.”</em></p><p><strong>These new rules now require Annual Disclosure of a Registrant’s Risk Management, Strategy and Governance on FORM 10-K -ITEM 106(b).</strong> Specifically, disclosure now requires a description of registrant’s processes, if any, for assessing, identifying, and managing<strong> material risks from cybersecurity threats </strong>in sufficient detail for a reasonable investor to understand those processes.</p><p><strong>Materiality</strong></p><p>A shift to <strong>“Materiality”</strong> as a trigger for disclosure will require management, cybersecurity, and risk management practitioners to better understand how the complex digital business systems of today’s companies contribute to business value as well as to systemic risk.</p><p><strong>Disclosure of Cybersecurity Incidents on Current Reports (Form 8-K) ITEM 1.05: </strong>The trigger date for disclosure is changed to four days from when a registrant determines the incident to be material as opposed to discovery.</p><p>Disclosure needs to reflect the impacts of a material cybersecurity incident or reasonable likely material impacts, within four days from when it is determined to be material.</p><p>Guidance is provided as to materiality, which is consistent with securities case law. The burden to determine materiality is up to the registrant issuer / company reporting the incident. Under existing case law, information is considered material if “there is a substantial likelihood that a reasonable shareholder would consider it important” in making an investment decision, or if it would have “significantly altered the total mix of information made available”.</p><p>Clarification that disclosure should describe the material aspects of the nature, scope and timing of the incident and the material impact or reasonably likely material impact on the issuer, including its financial condition and results of operations.</p><p>Clarification that disclosure should include both qualitative factors, alongside quantitative factors in assessing materiality, to include but not be limited to:&nbsp;</p><ul style=\"list-style-type:none;padding-left:15px;\"><li style=\"color:#f58220;\">● <span style=\"color:black;\">Harm to reputation</span></li><li style=\"color:#f58220;\">● <span style=\"color:black;\">Customer or vendor relations</span></li><li style=\"color:#f58220;\">● <span style=\"color:black;\">Competitiveness</span></li><li style=\"color:#f58220;\">● <span style=\"color:black;\">Possibility of litigation</span></li><li style=\"color:#f58220;\">● <span style=\"color:black;\">Regulatory investigations or action by U.S or non-U.S. authorities</span></li></ul><p>Includes recognition that there may be false positives, and an incident originally thought to be material may not be. Includes language that clarifies materiality disclosure to be disclosed “without unreasonable delay” to avoid issuers deliberately slowing a determination to avoid disclosure.</p><p>Recognition that a materiality determination necessitates an informed and deliberative process.</p><p>A new disclosure delay of up to 30 days where an incident poses a substantial risk to national security or public safety as determined by the Attorney General.</p><p>Systemic risk disclosure that includes material cybersecurity incidents on third-party systems the registrant uses and recognition that disclosure may occur by both the service provider and the customer, or one but not the other.</p><p>Clarified that there would be no impact on information sharing with other companies or government agencies about emerging threats, and clarification that a decision to share information does not itself necessarily constitute a determination of materiality.</p><p>Clarification that Form S-3 eligibility will not be impaired by an untimely Form 8-K filing.</p><p>Form 8-K delay of up to seven days for those subject to FCC notification rule for customer proprietary network information (CPNI).</p><p>No disclosure regarding an incident’s remediation status or if a remediation is ongoing.</p><p>No disclosure of specific technical information about a planned response to an incident or cybersecurity systems, related networks and devices, or potential system vulnerabilities at any level of detail.</p><p>No requirement for additional third-party incident inquires outside of regular channels of communication and third-party service provider contracts or normal disclosure controls and procedures.</p><p>No requirement that the materiality determination be made by the full board, a board committee or one or more officers, but by normal internal disclosure controls and procedures in demonstration of good faith compliance.</p><p>No new rule on insider trading during the materiality determination period.</p><p>Clarification that a data breach or compromise is not in and of itself disclosable, but is a factor in determining materiality, as are other incident types such as losses of intellectual property, reputational damage, or business value.</p><p><strong>Disclosure about Cybersecurity Incident in Periodic Reports (Form 10-Q) ITEM 106:</strong></p><p>Clarification that an updated incident disclosure should be made in a Form 8-K amendment, not on Form 10-Q</p><p><strong>Annual Disclosure of a Registrant’s Risk Management, Strategy and Governance on FORM 10-K -ITEM 106(b):</strong></p><p>Specifically, disclosure now requires a description of registrant’s processes, if any, for assessing, identifying, and managing material risks from cybersecurity threats in sufficient detail for a reasonable investor to understand those processes.</p><p>The disclosure focus is recast onto “processes” not policies and procedures to be less prescriptive on operational specifics which could be weaponized by threat actors and a belief that processes are a broader concept which more fully encompasses a registrant’s cybersecurity practices.</p><p>Expresses the expectation that the disclosure allows investors to ascertain practices, such as whether there is a risk assessment program in place, with enough detail for investors to understand the registrant’s cybersecurity risk profile.</p><p>Recognizes that processes also accommodate situations where there are not written policies and procedures.</p><p>Provides clarification that processes described should relate to material cybersecurity risks.</p><p>Disclosure should include how cybersecurity processes described are integrated with an overall risk management system or process.</p><p>Disclosure should include whether registrants engage assessors, consultants, auditors, or other third parties in connection with any such process(es).</p><p>Includes whether registrant has process to oversee and identify material risks from cybersecurity threats associated with its use of any third-party service provider.</p><p>Clarification that the burden is on registrants to disclose whatever information is necessary, based on their facts and circumstances, for a reasonable investor.</p><p>Disclosure requires a description of whether any risk from cybersecurity threats, including as a result of any previous cybersecurity incidents, have materially affect or are reasonable likely to materially affect the registrant, including its business strategy, results of operations or financial condition and if so, how.</p><p>Registrants must disclose management’s role in assessing and managing the registrant’s material risk from cybersecurity threats including disclosure of management positions of committees responsible for assessing and managing such risk and the relevant expertise of such persons or members in such detail as necessary to fully describe the nature of expertise.</p><p>Disclosure of the processes by which such persons or committees are informed about and monitor the prevention, detection and mitigation and remediation of cybersecurity incidents.</p><p>Whether such persons or committees report information about these risks to the board of directors or a committee or subcommittee of the board of directors.</p><p>New disclosures of the board’s role to describe its oversight of risks for cybersecurity oversight.</p><p>Disclosure if any board committee or subcommittee is responsible for cybersecurity oversight.</p><p>Requirement to provide description of the processes by which the board or such committee is informed about cybersecurity risks.</p><p>Removes disclosure of specific risk types to avoid the suggestion of prescribing cybersecurity policy.</p><p>Eliminates the disclosure of cyber risk prevention and detection activities, continuity and recovery plans, and information about previous incidents that have informed changes in policies and procedures or technologies in a step back from these details.</p><p>Removed disclosure of whether and how the board integrates cybersecurity into is business strategy, risk management and financial oversight.</p><p>Removed the requirement to disclose the frequency of the board or committee’s discussion on cybersecurity, while acknowledging that this is an observed leading practice.</p><p>Removed disclosure whether the registrant has a designated chief information security officer.</p><p><strong>Definitions and Miscellaneous:</strong></p><p>Cybersecurity Incident is defined as an unauthorized occurrence, including accidental occurrences not triggered by a threat actor.</p><p>Information Systems means any resources owned by or used by the registrant.</p><p><strong>Compliance dates:</strong></p><ul style=\"list-style-type:none;padding-left:15px;\"><li style=\"color:#f58220;\">● <span style=\"color:black;\">Annual reports for fiscal years ending on or after December 15, 2023. (ITEM 1.05)</span></li><li style=\"color:#f58220;\">● <span style=\"color:black;\">Current report Form 8-K and 6-K (foreign private issuers) 90 days after these rules are published in the federal register or December 18, 2023, whichever is later (ITEM 1.06)</span></li><li style=\"color:#f58220;\">● <span style=\"color:black;\">Smaller reporting companies have an additional 180 days with current reports due 270 days after the date of publication in the federal register or June 15, 2024.</span></li><li style=\"color:#f58220;\">● <span style=\"color:black;\">Foreign Private Issuers and XBRL (interactive data format) filings have parallel requirements for disclosures of material incidents on Form 10-F and Form 6-K. Inline XBRL filings have a one-year delay for implementation.</span></li><li style=\"color:#f58220;\">● <span style=\"color:black;\">Feedback and comments are welcome, as well as any specific Cybersecurity or Cyber Insecurity topic you might want me to comment upon.</span></li></ul><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, 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',0,68,627,'en',0,'<p>My last blog post presented the changes released by the Security and Exchange Commission on July 26, 2023 to their “SEC New Rules on Cybersecurity Risk Management, Strategy, Governance and Incident Disclosure by Public Companies.”</p><p>These changes are quite impactful to Public Companies and their regulatory reporting concerning cybersecurity and have been welcomed by professional practitioners in the cybersecurity fields. Some of us may wish that the SEC had gone a little further in and with their new rules, but …. progress is progress. If you are a member of a private company breathing a sigh of relief that you are not “required” to make such reporting and disclosures, I would suggest that you take a close look at these new SEC Rules and consider how your Cybersecurity practices compare to these “rules” for public companies. I will be coming back to this topic in future posts to explore some of these new rules in more depth. These are just a small sample of things we learn about as children that can harm us or cause injury.</p><p><strong>These are threats to our well-being.</strong></p><p>These four threats are very specific. Each of these threats has a specific range of impacts. We can easily be hit by a car when crossing a street and be injured or killed. Some strangers may wish to do us physical harm. Being struck by lightning will cause grievous bodily harm or outright death. We can easily suffer frostbite or hypothermia and potential death if exposed to cold temperatures for an extended period.</p><p>The specific actions we have been taught as children to avoid harm are very specific <strong>threat avoidance and mitigation actions</strong> we can practice.</p><p>Every time we check traffic before crossing a street or intersection to determine if we can cross safely,<strong> we are evaluating the probability of a potential event, </strong>i.e., that we may be struck and injured by a vehicle.</p><p>Practicing <strong>Risk Management</strong> in our personal lives is no different from practicing Risk Management in our business lives and roles! Risk Management entails:</p><ol><li>Acknowledging that Threats Exist</li><li>Determining the probability that a potential Threat will occur.</li><li>Understanding and assessing the potential Impact of a Threat Event if it occurs.</li><li>Ranking or Scoring Threat Risks for their Impacts (I.E., Probability X Impact = Risk Score)</li><li>Implementing Risk Actions / Plans to avoid and/or mitigate the impact of Threat Events.</li></ol><p>&nbsp;</p><p><strong>Effective Risk Management requires both Knowing and Doing</strong></p><p>Now, let me circle back to Risk Behaviors. I stated earlier that throughout my career I have been amazed by the disconnect I have seen and experienced between the way we behave in our personal lives as compared to how we behave in our business lives regarding Risk. In our daily lives, we naturally embrace our roles as Risk Managers for our own safety, and the safety of our family members and loved ones. Yet it always seems that as soon as we enter our work environments (in an office place or remotely from home or hotel) we often witness employees, at staff, management, and executive levels, unconsciously ignore or abandon any sense of understanding of Business Risk. Most Risk Event impacts occurring today in business, especially related to Cybersecurity and Cyber Insecurity, occur because individuals did not practice the same level of acceptance and ownership of their roles as Managers of Risk in their business lives as they do every day when they leave their work environments and enter their personal life environments. If we did, no staff member, manager, or executive of a company would ever click on a phishing link, be fooled by social scamming, or not fund mandatory security awareness training and certification for every employee of a company, from bottom to top.</p><p>In my next blog post, it is my intention to explore Systemic Risk in Business with you.&nbsp;</p><p><em>Feedback and comments are welcome, as well as any specific Cybersecurity or Cyber Insecurity topic you might want me to comment upon.</em></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, 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'),('featured_article',0,70,628,'en',0,'<p>The level of the negative hype surpassed that of Y2K when the wrong date-handling code embedded in every device was to have been so confused by the rollover from 1999 to 2000 that the world would come crashing to a halt, figuratively if not literally.</p><p>Elevators would drop from the top floors of every building, trains would derail, planes would fall from the sky, and microwave ovens would do who-knows-what to us all. That, or nothing at all, would happen, depending on who was hypothesizing. In hindsight, while it is apparent that the risk of Y2K was mostly overblown, it is helpful to remember that it is at least partly due to the amount of preparation and investment that went towards avoiding the worst potential outcomes.</p><p>We are currently witnessing a significant and rapid growth in the capabilities of AI, in some cases on a near-daily basis. It is driven by huge investments from many top U.S. tech companies and fueled by an unprecedented public interest in heading-grabbing examples like Open AI’s ChatGPT and DALL-E, Google’s Bard, Microsoft’s Bing, and many others.</p><p>These solutions are based on large-language models (LLMs) or large-image models (LIMs), which take vast amounts of text- or image-based data and use it to train a machine-learning model. The resulting LLM or LIM can then be used to generate output in the form of writing or pictures, which can be both beneficial and often convincingly human (aka <strong>Generative AI</strong>)</p><p>There has long been a keen interest in creating machines that can ‘exhibit cognitive capabilities and conversational skills’ to rival human beings. The first functional chatbot was <strong>ELIZA</strong>, a natural language processing program designed at <strong>MIT </strong>by <strong>Joseph Weizenbaum</strong> in the mid-1960s.</p><p>The program prompts the user to enter a comment or question, and ELIZA’s response algorithm looks for specific keywords in the input and pseudo-randomly picks a response from a pre-defined list of phrases. It repeats the prompt-and-respond loop until the program is terminated. The result resembles a back-and-forth ‘conversation’ between the user and the computer. That made ELIZA one of the first programs that could even attempt to pass the famous <strong>Turing Test</strong>, in which ‘artificial intelligence’ is measured by the ability of a machine to convince humans that it is ‘human’ as well.</p><p>ELIZA’s method of processing input keywords and generating output phrases is designed to mimic a <strong>person-centred psychotherapy</strong> approach in the style of Carl Rogers, in which the therapist often reflects the patient’s words to the patient. That’s pretty much the same thing that all modern LLMs do, and they have a keyword list that’s a billion times bigger than ELIZA’s and a much better method for calculating responses. That means they can be much more human-like in their responses and much broader regarding the types of input they can successfully process. They can be so convincing that purveyors of public AI solutions have had to inject more caveats continually, disclaimers, and external references to limit potential harm and liability.</p><p>While today’s publicly available generative AI solutions are far superior to ELIZA in nearly every conceivable way, there is one significant advantage that ELIZA still has – PRIVACY. When you share your most important secrets with your computer-based therapist, and it’s ELIZA, you can be sure that it will keep your input safe (assuming a fully secured or entirely disconnected computing environment).</p><p>ELIZA’s entire codebase is publicly available, making the input-to-output process transparent and understandable. Unfortunately, the same can’t be said if your computer-based therapist is ChatGPT, Bard, Bing, or any other Generative AI offering. With them, you can be sure that the therapist-patient confidentiality agreement WILL be broken when the AI engine adds whatever comments, questions, and secrets you share into its gigantic database of material used to fuel its ongoing learning processes.</p><p>If you want to avoid, or at least minimize, the risks and pitfalls that come along with the potential productivity benefits of public generative AI, remembering past lessons is helpful. ELIZA provided a preview of modern chatbots and other generative AI solutions and served as an excellent example of the main differences between public (external) and private (internal only) artificial intelligence implementations. Y2K showed that it is better to prepare for the worst than to be unpleasantly surprised by it. Mainly when ‘worst’ might someday actually include killer robots from the future.</p>','','full_html'),('sled',0,71,174,'en',0,'<h2>Ordering Information</h2><ul><li>FEIN04-3686496</li><li>SAM UEINJY2E3ATLXJ5</li><li>DUNS121165265</li><li>CAGE58RY7</li></ul><div class=\"container\"><div class=\"row\"><!-- NIGP Column --><div class=\"col-md-6\"><h3>NIGP</h3><ul class=\"list-unstyled\"><li>NIGP 208: COMPUTER SOFTWARE FOR MICROCOMPUTERS, SYSTEMS, INCLUDING CLOUD-BASED (PREPROGRAMMED)</li><li>NIGP 209: Computer Software for Mini and Mainframe Computers (Preprogrammed)</li><li>NIGP 918: Consulting Services</li><li>NIGP 920: DATA PROCESSING, COMPUTER, PROGRAMMING, AND SOFTWARE SERVICES</li><li>NIGP 91829: Computer Software Consulting</li><li>NIGP 91830: Computer Network Consulting</li><li>NIGP 91871: IT Consulting, (Not Otherwise Classified)</li><li>NIGP 92040: Programming Services, Computer, Including Mobile Device Applications</li></ul></div><!-- NAICS Column --><div class=\"col-md-6\"><h3>NAICS</h3><ul class=\"list-unstyled\"><li>541511 – Custom Computer Programming Services</li><li>541512 – Computer System Design Services</li></ul></div></div></div>','','full_html'),('blog',0,73,629,'en',0,'<p><strong>DISCLAIMER</strong></p><p>Copyright ©2022 by DivIHN Integration Inc. |<a href=\"mailto:yoursuccess@divihn.com\">yoursuccess@divihn.com.</a></p><p><em>The creator of the document reserves all rights. Publication Date: July 2022. DivIHN Integration Inc. reserves the right to change the contents of this article, the features or the scope without the obligation to notify anyone of such changes. The content has been adapted using secondary research from various data points via “Google Search”. Infographics and Images used in the document are the property of the respective owners and have been used for indicative purposes only. The author reserves the right to authorize and use the Intellectual Property contained in the document.</em></p><p><strong>Table of Contents&nbsp;</strong></p><ul><li><a href=\"#introduction\">Introduction</a></li><li><a href=\"#what\">What are Salesforce Communities</a></li><li><a href=\"#types\">Types of Salesforce Communities</a></li><li><a href=\"#benefits\">How Salesforce Communities Could be Leveraged Beneficially</a></li><li><a href=\"#conclusion\">Concluding Remarks</a></li><li><a href=\"#DivIHN \">DivIHN Salesforce Solutions&nbsp;</a></li></ul><p>&nbsp;</p><p><strong id=\"introduction\">Introduction&nbsp;</strong></p><p>The technologies that we use transform into a better alternative continuously. At the same time, various businesses are adopting these technologies and expanding identically in the same way these products grow and evolve. One of these kinds of technologies that are currently assisting businesses is called the Salesforce Community Cloud.</p><p>Salesforce is one of the leading players globally in customer relationship management tools, and it is widely recognised for its ability to bring customers and businesses closer together.</p><p>This integrated CRM platform covers many functions for all your departments, including sales, commerce, marketing, and service, as well as a single common perspective of each consumer, allowing them to contribute to diverse sections of their operations cohesively.</p><p>Businesses in today’s world use Salesforce to understand their customers better, communicate with them on multiple levels, and expand their existing customer base.</p><p>The paradigm shift in the adoption of digital technologies has transformed how internet users interact with one another and the wider world. The human notion of feeling connected with others around us has lost its true meaning due to the rise of automation in the name of efficiency.</p><p>It is essential to support and maintain sales teams and administrative leadership. All parties involved, including consumers, employees, and management, want a genuine relationship with a human being.</p><p>Now, this is why there is such a thing as Salesforce Customer Communities, a fantastic technique to drive relationships that will significantly influence the growth of your organization to produce superior results.</p><p>In today’s age of digital advancement, the capacity to interact and collaborate has become the primary emphasis of all businesses. Every company or organization’s success depends on its ability to interact successfully with its customers, employees, and other consumers.</p><p>An online platform, Salesforce Community Cloud creates branded web portals for engaging customers, employees, and partners in a responsive manner. Primarily, it is a framework that allows companies to rapidly construct branded portals that can be optimized and adapted for mobile devices.</p><p><strong id=\"what\">What are Salesforce Communities&nbsp;</strong></p><p>The Salesforce community cloud is a social platform developed by Salesforce to enhance the levels of communication and interaction between a company and its various stakeholders, including its employees, partners, and customers. The Salesforce Community Cloud uses a social CRM platform, enabling users to share their screens and communicate with one another. During a conversation already in progress, it allows its users to send and receive photos and data in real-time. Customers can search for information and engage with other customers through these platforms, simplifying customer relationship management (CRM). In addition, the console comes equipped with a button labelled “BUY,” which makes it easier to conduct business online.</p><p>Employees can use the community cloud for various workplace interactions, including but not limited to human resource management (HRM), troubleshooting, help desk contact, and interactions between teams located in separate geographical areas. Similarly, leadership can utilise it to increase communication with its channel partners and other external parties.</p><p><img src=\"/sites/default/files/inline-images/5-Powerful-Benefits-of-Salesforce-Communites.png\" data-entity-uuid=\"4b306be0-9f74-40b0-b7ba-db35c31e048f\" data-entity-type=\"file\" width=\"800\" height=\"560\"></p><p>&nbsp;</p><p><strong id=\"types\">Types of Salesforce Communities&nbsp;</strong></p><p>There are three types of communities that Salesforce cloud offers.</p><ul><li>Customer Communities – a self-service portal that gives assistance and feedback (frequently asked questions, articles, documentation, and interactions with other customers — for example, by using a Salesforce Success Community). Salesforce customer communities enable businesses to more effectively communicate pertinent information with one another, improve the overall customer experience, and boost engagement.</li><li>Internal Workforce Communities – IT department can create a portal for Human Resources and Information technology information for the employees within the organization. It allows employees to connect and offers them a single location for shared files, searchable knowledge databases and training materials, scheduling, project management, and organizational documents or announcements.</li><li>Business Partners Community – Salesforce Communities offers a specialized information hub for B2B organizations. It enables their sales teams and resellers to readily obtain critical data and communicate in real-time to close more deals. It is a place where partners can manage their businesses, learn best practices, receive the help they require, and communicate with Salesforce staff in a completely safe setting.</li></ul><p>&nbsp;</p><p><strong id=\"benefits\">How Salesforce Communities Could be Leveraged Beneficially&nbsp;</strong></p><p><strong><u>Building Brand Experiences</u></strong>Salesforce provides a wide range of options for users to modify the look and feel of their communities. To begin, you can customize the appearance to align with your organization’s branding. Making these adjustments can help to improve our brand’s image and these communities entailing your consumers, staff and business partners can also work as a trust-building platform.</p><p>Not only does a customer community allow them to interact with other clients and staff members of your business, but it also allows them to view interactions that have taken place between other clients and members of your team.</p><p>Customers who join such communities spend 19% more than customers who do not participate in branded communities. They can observe how your employees interact with one another, the quality of customer service that your employees provide, and the level of assistance they anticipate receiving from the community if they experience problems with the product or service you provide.</p><p><strong><u>24x7x365 Connectivity</u></strong>Connections and collaboration are the two most important factors determining a company’s success. Salesforce communities offer a robust platform that can be used to forge new connections and grow existing ones while ensuring seamless integration between the two.</p><p>Users can communicate, work together, and complete transactions on the go, regardless of where they are. The seamless ability to share information and knowledge significantly impacts the workforce’s productivity. Providing customers with interactive areas in which they can connect will go a long way in resolving issues and answering questions.</p><p>To develop worldwide connections independent of work hours, the various groups that are important to your company are addressed in a tailored manner.</p><p><strong><u>Consumer Research and Insights</u></strong>With Salesforce communities, you give customers an avenue to express the problems they are experiencing, voice their concerns, and participate candidly with your staff. This is possibly the most valuable aspect of developing a customer community for your business.</p><p>A customer community can be an essential component of your techniques for conducting consumer research. It provides a centralized location where your customers can come to you, ask questions, and gain public confirmation that other customers are having the same problem.</p><p>The Idea Exchange provides a beautiful illustration of this point. In this section, users can offer suggestions for new additions to the platform and modifications to existing features. As a result, thousands of customers are flooding into their community, pointing out problematic areas, offering proposals for additional features, and concurring with the ideas presented by other customers.</p><p>Businesses shell out thousands of dollars for this kind of consumer insight, and Salesforce communities enable you to put these processes on autopilot.</p><p><strong><u>Influencer Marketing</u></strong> you likely have potential valuable brand ambassadors sitting around waiting for you to start a conversation with them and take your relationships to the next level. This development can be attributed to the fact that you are not constantly engaging in conversations with your customers.</p><p>You will have an easier time determining who the power users and public ambassadors for your product and brand are if you use Salesforce communities. They make their presence known by the amount of time they invest in contributing to your community and the feedback they provide to other clients.</p><p>You’ll be able to bring those individuals closer to your organization and provide them with the resources that will allow them to effectively become true high-level ambassadors for your brand if you make use of Salesforce communities. You can even contract them into the employee side of things, where you can use the collaboration, file sharing, and documentation capabilities to ensure that you are all on the same page.</p><p>A single, straightforward dashboard makes it possible to collaborate on content planning, gather content from social media, and more.</p><p>&nbsp;</p><p><img src=\"/sites/default/files/inline-images/5-Powerful-Benefits-of-Salesforce-Communites-1.jpeg\" data-entity-uuid=\"04bf261b-979e-4aa3-a32e-615770a0a5dc\" data-entity-type=\"file\" width=\"638\" height=\"479\"></p><p>&nbsp;</p><p><strong><u>Optimising The Supply Chain and costs</u></strong> Managing a corporate supply chain can be challenging if the appropriate tools are unavailable. When manufacturers participate in Salesforce communities, they receive access to a wide variety of technologies that allow them to improve how they interact with their suppliers and manage their supply chains.</p><p>The distribution of products and monitoring of their placement in stores could be managed through the usage of communities. Any issues in the supply chain management can be identified, and corrective action with the relevant stakeholders can be executed.</p><p>In addition, you can create dashboards for your customers and partners by using extension applications for Salesforce communities. These dashboards will make monitoring and tracking simple for your customers and partners. These communities may be customised, and some apps can be used to increase their functionality, making them an excellent tool for any business that wants to improve its supply chain management by fostering better communication and collaboration among employees.</p><p>Because this Community Cloud has pre-built custom templates and apps provided by third parties, it is possible to cut down on the costs associated with building bespoke in-house solutions.</p><p>SF communities can help in a significant reduction in the amount of money that businesses must spend to construct positive brand stories online across a variety of different portals.</p><p><strong><u>Employee Empowerment</u></strong>It is astonishing to know but also a proven fact that 60% of businesses do not have a long-term strategy for managing their internal communications. However, communication is a necessity. When employees at a company are connected and regularly engage in effective forms of internal communication, the productivity of those individuals rises by 25%.</p><p>Organizations can improve their employees’ sense of community by establishing employee communities. Your workers will get to know one another better within the firm and strengthen communication more naturally if you provide a social platform for them to use.</p><p>It can be a practical approach to enhance communication and engagement among your teams to use Salesforce communities as a communication platform for your employees. Through open and public communication, data sharing, and more effective information distribution, it has the potential to bring down barriers and assist in the process of creating alignment among departments.</p><p>Your team members can instantly share their ideas, data, and insights in employee communities. They can assist in connecting others with crucial information that would be difficult to spread across a business via email alone correctly.</p><p>They will have a much simpler time locating specialists working for your company who can offer advice and speedily assist them in finding solutions to challenges. In addition, when these realizations are brought to the public’s attention, it will help other people in the future in finding solutions to the challenges that they are facing.</p><p><img src=\"/sites/default/files/inline-images/5-Powerful-Benefits-of-Salesforce-Communites.jpeg\" data-entity-uuid=\"d0d8d3d7-1083-436d-ad9d-1289726e0ab7\" data-entity-type=\"file\" width=\"638\" height=\"359\"></p><p>&nbsp;</p><p><strong id=\"conclusion\">Concluding Remarks&nbsp;</strong></p><p>The Salesforce Community Cloud can help in the advancement of your business entity. With the help of these Communities, your clients will have a forum to engage with your company and other customers. They also can benefit from the opportunity of high-quality after-sales service.</p><p>Consider these Salesforce customer communities if you want to increase sales, improve customer satisfaction, boost customer engagement, boost employee connectedness, and have the ability to interact and collaborate with your customers, including the ability to gain data insights from those interactions.</p><p>You can develop a fully functional portal for your customers and thoroughly personalize the experience they have as online customers, regardless of the size of your company.</p><p>These solutions can be seamlessly integrated without noticeable disruption to your existing systems. Since there are many avenues for modification, you may make it as straightforward or as complicated as you choose.</p><p><strong>DivIHN SalesForce Solutions</strong></p><p>DivIHN Integration Inc. can help unleash the Salesforce Cloud’s power and associated development tools. It is the world’s most trusted multi-tenant cloud platform. We can help to design and develop business strategy-driven solutions that integrate Salesforce with enterprise applications. To know more, please write to <a href=\"mailto:kannan@divihn.com\">kannan@divihn.com.</a></p>','','full_html'),('featured_article',0,74,675,'en',0,'<p>Artificial Intelligence for All, Responsibly</p><p>As we look towards the turn of another year, it is a time of introspection for many organizations. Annual forecasting, budgeting, and planning efforts are likely in progress by now, often bringing increased stress and anxiety to the C-Suite and the managers that report to them. Everyone is asked to predict the future based on entirely insufficient information. No one knows what will happen, so there are usually no alternatives to good old-fashioned guessing. Sure, you can build a spreadsheet, do elaborate calculations, and ultimately convince yourself that your forecasts are spot-on. Still, overwhelming research shows human judgement is prone to error (bias and noise). So, how do you make the best guesses you can? What tools and technologies can help you guess better?</p><p>Enter Artificial Intelligence (AI). The availability of virtually unlimited and relatively inexpensive compute and storage capabilities in the cloud today, along with advances in both the capabilities and usability of AI software, offer unprecedented opportunities to ‘crunch the numbers in new and different ways. We are now well past the point where computers are more effective than people at many data-based tasks, including searching, extrapolating, interpolating, predicting, and even winning strategy and video games. In other words, computers have gotten much better at guessing and making judgements than we are!</p><p>In the not-too-distant past, designing, building, testing, and delivering working solutions based on artificial intelligence and machine learning (AI/ML) was complicated and expensive. Fortunately, state-of-the-art. AI/ML technology has been evolving rapidly over the last few years, and several major vendors now offer powerful tools and capabilities at price points that are reasonable for nearly all organizations. In fact, according to Deloitte’s State of AI in the Enterprise survey for the 2022 edition, 94% of the 2600+ business leaders surveyed agree that AI is critical to success over the next five years. A recent Accenture survey of over 1,600 C-suite executives and data-science leaders from the world’s largest organizations found that nearly 75% of companies have integrated AI into their business strategies and reworked their cloud plans to achieve AI success. While adoption does remain somewhat higher in the enterprise space, a recent report from McKinsey showed that 56% of all respondents report AI adoption in at least one function.</p><p>Microsoft is one of the leaders in data science and management and has invested heavily for years in expanding AI/ML capabilities across many of its products and platforms. The Microsoft Azure cloud offers various services and tools that make it relatively easy to create robust AI/ML solutions for many scenarios. Microsoft has taken the integration of these technologies with core products to a new level with the recent introduction of Syntex, which brings ‘Content AI’ into SharePoint. It enables productivity-boosting functionality, including automatic document recognition, classification, summarization, translation, automated content generation, automated document assembly, AI-powered search, and active dynamic security/compliance/resilience.</p><p>In addition to AI-based content processing, there are a lot of other potentially compelling scenarios for many types of organizations, regardless of size, industry, business type, etc. Some of the most common examples of successful AI/ML outcomes include the following:</p><ul><li><strong>General decision support</strong> – Predict likely effects of various options</li><li><strong>Interpreting unstructured content</strong> – Search, identification, organization, reuse</li><li><strong>Automated document classification</strong> – Assign content types, security levels, etc.</li><li><strong>Auditing, compliance, eDiscovery</strong> – Understand what you have, where it is, how it is used</li><li><strong>Resume analysis</strong> – Interpret and rate candidates based on machine learning</li><li><strong>Anomaly detection</strong> – Identify outliers, unexpected results, and process bottlenecks</li><li><strong>Customer churn reduction</strong> – Identify at-risk customers in time to take corrective action</li><li><strong>Support process optimization</strong> – Analyze support tickets, response/resolution times, issue types</li><li><strong>Language processing</strong> – Interpret and translate between languages, natural language queries</li><li><strong>Image recognition and classification</strong> – Identify and tag pictures and graphics</li><li><strong>Audio and video transcription</strong> – Turn sounds and images into text</li><li><strong>Content generation</strong> – Create content and media based on similar existing items, text-to-speech</li></ul><p>However, all the “magic” that AI might seem to promise has a critical caveat. Along with the exciting possibilities that AI/ML offers, it is essential not to lose sight of the potential risks that can arise if care is not taken in implementing solutions. Artificial Intelligence can deliver substantial benefits to organizations that successfully leverage its power. But, if executed without attention to ethical, legal, and other people-centric and societal considerations, AI could also cause significant or even calamitous damage to a company’s reputation and prospects.</p><p>To ensure maximum value while minimizing the corresponding risks, it is helpful to have a ‘frame of reference to assess AI technologies. In that spirit, Deloitte has developed a valuable paradigm for evaluating AI-based solutions. The six dimensions in the Trustworthy AI™ framework are:</p><ul><li><strong>Fair and impartial</strong> – Help participants understand how their data can be used and how AI systems make decisions. Algorithms, attributes, and correlations are open to inspection.</li><li><strong>Transparent and explainable</strong> – Assess whether AI systems include internal and external checks to help enable equitable application across all participants.</li><li><strong>Responsible and accountable</strong> – Put an organizational structure and policies in place that can help determine who is responsible for the output of AI system decisions.</li><li><strong>Robust and reliable</strong> – Confirm that AI systems can learn from humans and other systems and produce consistent and reliable results.</li><li><strong>Respectful of privacy</strong> – Respect data privacy and avoid using AI to leverage customer data beyond its intended and stated use. Allow customers to opt in and out of sharing their data.</li><li><strong>Safe and secure</strong> – Protect AI systems from potential risks (including cyber threats) that may cause physical and digital harm.</li></ul><p>Whether your business is a Fortune 500 firm or a small organization with limited resources, there are almost certainly one or more areas where Artificial Intelligence / Machine Learning solutions could significantly impact the bottom line. Of course, given some recent survey results, you can be sure that other organizations in your space are also exploring the big, beautiful, and slightly scary world of AI/ML. Don’t be too late for the party but be careful on your way there!</p><p><strong>DISCLAIMER</strong></p><p>Copyright ©2022 by DivIHN Integration Inc.| <a href=\"mailto:kannan@divihn.com\">yoursuccess@divihn.com.</a></p><p><em>The creator of the document reserves all rights. Publication Date: November 2022. DivIHN Integration Inc. reserves the right to change the contents of this article, the features or the scope without the obligation to notify anyone of such changes. The content has been adapted using secondary research from various data points via “Google Search”. Infographics and Images used in the document are the property of the respective owners and have been used for indicative purposes only. The author reserves the right to authorize and use the Intellectual Property contained in the document.</em></p>','','full_html'),('blog',0,76,631,'en',0,'<p>This article is one of a series on the subject of Artificial Intelligence in mainstream enterprise computing.</p><p>In 1996 and 1997, reigning world chess champion Garry Kasparov played two six-game matches against an IBM computer called Deep Blue. Kasparov won the first match. Deep Blue was victorious in the second match, marking the first time that a computer had defeated a reigning world champion. Today, any of us could buy an inexpensive chess program for our laptop computer which would consistently outplay Deep Blue. In 1997 however, Deep Blue’s victory was a milestone in the development of artificial intelligence (AI). There was much speculation at the time about the future of AI and about the similarities of computing machines and the human mind. Yale University professor David Gelernter urged restraint.</p><p>“The idea that Deep Blue has a mind is absurd. How can an object that wants nothing, fears nothing, enjoys nothing, needs nothing, and cares about nothing have a mind? It can win at chess, but not because it wants to. It isn’t happy when it wins or sad when it loses. What are its [post]-match plans if it beats Kasparov? Is it hoping to take Deep Pink out for a night on the town?” (Gelernter, 1997)</p><p>Ask ten people to define “artificial intelligence” and you will get ten different answers. This is, in some ways, beneficial ambiguity. Firm definitions can be needlessly constraining to those whose role it is to innovate. According to Stone et al at Stanford University, “the lack of a precise, universally accepted definition of AI probably has helped the field to grow, blossom, and advance at an ever-accelerating pace.” (Stanford, 2016). Nevertheless, to talk about a thing intelligently, it is worth a paragraph or two to define it as it is used in the present discussion. The word “artificial” is relatively easy to define. We use it to refer to things that do not occur naturally, things that are created by humans. The word “intelligence” is a bit more difficult. Philosophers, psychologists, anthropologists, and even theologians offer a variety of definitions. For the purposes of this article series, we will start with a definition which focuses on problem-solving. Psychologist Howard Gardner wrote, “Intelligence is the ability to solve problems, or to create products, that are valued within one or more cultural settings” (Gardner, 1983).</p><p>Thus, artificial intelligence or AI, as we shall use it here, is a machine capability, which does not occur naturally, to solve problems or create something of value. We call this the realm of narrow AI, where an intelligent apparatus is created to solve a particular kind of problem or create a particular type of valuable thing. General AI, which theoretically includes non-trivial foresight, independent problem identification, and problem prioritization based on something like a human value system, or human-like hopes and dreams does not yet exist. In Gelernter’s view, “the gap between the human and the [electronic] surrogate is permanent… Machines will continue to make life easier, healthier, richer, and more puzzling. And humans will continue to care, ultimately, about the same things they always have: about themselves, about one another, and many of them, about God.” (Gelernter, 1976)</p><p>In the next installment, we will consider, “What does AI offer humankind?”</p><p>Notes and references:</p><p>Portions of this article originally appeared in the Journal of the World Complexity Science Academy Volume 1, Issue 2 as “Artificial Intelligence in Mainstream Enterprise Applications”, Picirillo, D. 2020.<a href=\"https://www.wcsaglobal.org/volume-1-issue-2-2020/\">https://www.wcsaglobal.org/volume-1-issue-2-2020/</a></p><p>Gardner H., 1983, Frames of Mind: The Theory of Multiple Intelligences. New York, Fontana Press.</p><p>Gelernter, D., 1997, How Hard Is Chess? TIME, (May 19, 1997)</p><p>Stone P., Brooks R., Brynjolfsson E., Calo R., Etzioni O., Hager G., Hirschberg J., Kalyanakrishnan S., Kamar E., Kraus S., Leyton-Brown K., Parkes D., Press W., Saxenian A., Shah J., Tambe M., and Teller A., 2016. Artificial Intelligence and Life in 2030. One Hundred Year Study on Artificial Intelligence: Report of the 2015-2016 Study Panel, Stanford University, Stanford, CA, September 2016.<a href=\"http://ai100.stanford.edu/2016-report\">http://ai100.stanford.edu/2016-report</a></p><p><strong>Posts in this series</strong></p><ol><li>AI In Mainstream Enterprise Applications</li><li>What does AI offer humankind?</li><li>What Does AI Offer Users Of Mainstream Enterprise Systems?</li></ol>','','full_html'),('blog',0,77,632,'en',0,'<p>This article is one of a series on the subject of Artificial Intelligence in mainstream enterprise computing.</p><p>Information technology in general and AI in particular serve as assistants to humankind in problem-solving and value creation. Humans can articulate problems and propose solutions beyond their capacity to effectively execute the solution. That is, some solutions require computational capacity that exceeds human capacity in scale, complexity, or both.</p><p>It is important to distinguish between scale and complexity. Humans are more than capable of adding a column of numbers. Machines are better at scale, making short work of calculating totals and averages of thousands or millions of values. Humans are still better than AI at certain kinds of complex tasks when those tasks are performed on a small scale.</p><p>Amazon’s Alexa, Apple’s Siri, and Google’s Assistant use a special kind of AI, Natural Language Processing (NLP), to recognize spoken commands and questions, and to provide synthetic replies. As complex as these tasks might be, they are not as complex as human conversation which considers not only words and grammar, but tone, and non-verbal and paraverbal cues. Human conversations take place in multiple simultaneous contexts. Words and grammar mean different things in different conversations. Thus far, NLP allows machines to process language. It does not yet enable them to converse as humans do, bringing feelings, perceptions, and imagination into the exchange of information. On the other hand, humans can converse with only a limited number of other humans at once at a limited pace. On the other hand, a machine’s ability to tirelessly process long streams of natural language, even more than one at a time, is limited only by the technical architecture of the hardware and software on which it is realized.</p><p>Figure 1 positions some illustrative problem on axes of scale and complexity. The promise of AI is in the high-complexity, low-scale and high-complexity, high-scale quadrants.</p><p><img src=\"/sites/default/files/inline-images/scale-and-complexity-1.jpg\" data-entity-uuid=\"811a7876-8da6-4989-8474-f27eaee5dfc1\" data-entity-type=\"file\" width=\"500\" height=\"445\"></p><p>This is what makes widespread applications of AI possible – exponential increases in ubiquitous computing capacity. Computers which filled entire rooms in the 1960s were capable of little more than arithmetic at scale. Today, billions of mobile phones contain the computing capacity required to perform the complex tasks which we refer to as Artificial Intelligence. Except where human “wiring” remains the better tool for some kinds of problem-solving, machines can outperform humans in both scale and complexity. This may seem obvious, but it is exactly the point of all technology. The first sharpened stone was a better cutting instrument than human fingernails. This is what we humans do. We are toolmakers. We create things that allow us to solve problems and create value better, faster, and more reliably than we can with our innate capacities. AI is just a new tool. It may be an exceptionally interesting tool because, more than a sharpened stone, we see a bit of ourselves reflected in it.</p><p>Portions of this article originally appeared in the Journal of the World Complexity Science Academy Volume 1, Issue 2 as “Artificial Intelligence in Mainstrem Enterprise Applications”, Picirillo, D. 2020.<a href=\"https://www.wcsaglobal.org/volume-1-issue-2-2020/\">https://www.wcsaglobal.org/volume-1-issue-2-2020</a></p><ol><li>AI In Mainstream Enterprise Applications</li><li>What does AI offer humankind?</li><li>What Does AI Offer Users Of Mainstream Enterprise Systems?</li></ol>','','full_html'),('blog',0,78,633,'en',0,'<p>This article is one of a series on the subject of Artificial Intelligence in mainstream enterprise computing.</p><p>Leaders and managers of businesses, non-profit organizations, government agencies and others have something in common. They have organizational goals and organizational stakeholders. Whether those stakeholders are owners, customers, social service clients, or citizen constituents, the organizational goals must align in whole or in part with solving a problem or creating something of value for stakeholders. Ultimately, as AI becomes widely adopted, everyone stands to benefit. We are all consumers, citizens, and owners. We are all stakeholders.</p><p>Here again some definitions are necessary. By “enterprise systems”, we mean solutions built of software applications, data, and supporting technologies which enable an organization to achieve its distinct goals and create value for its stakeholders. But we also include in this definition of system, the humans who use the system, the humans who derive some benefit from it, and the policies and operating procedures which govern the use of the technical solution. By “mainstream”, we mean those solutions that are widely adopted or that have the potential for wide adoption yielding transformed operational processes across industry sectors.</p><ul><li>The field of artificial intelligence (AI) is finally yielding valuable smart devices and applications that do more than win games against human champions. According to a report from the Frederick S. Pardee Center for International Futures at the University of Denver, the products of AI are changing the competitive landscape in several industry sectors and are poised to upend operations in many business functions« (Kiron, 2017).</li></ul><p>It is tempting to omit computer games from this discussion. We might not think that they create real value for the stakeholders. But the consumers who pay for them clearly find value in them as a form of entertainment. Further, the broad genre of computer applications, games and simulations, which incorporate advanced AI technologies, create stakeholder value as training and development platforms. One need to look no further than commercial flight simulators which allow students and pilots of all levels of experience to train and learn without the risk of making inappropriate contact with the ground in a real aircraft with real people aboard.</p><p>For over half a century, enterprises of all kinds have adopted successive generations of information technology to create stakeholder value by increasing sales, reducing costs, producing widgets, or delivering services faster and more reliably. Organizations of all sizes today use a computer of some kind to house their Systems of Record – a system for the collection and management of transactional information, for operational needs and management reporting. Some organizations find ways to achieve competitive advantage through clever uses of Information Technology, often doing the same thing as their competitors, just doing it faster or cheaper. We can call this a System of Differentiation. A few companies change the marketplace through Systems of Innovation – innovative applications of Information Technology. A leading Information Technology research firm introduced this three-layer model in 2012, referring to it as “Pace Layered Application Strategy” (Gartner, 2012) because each layer promises to drive organizational change and accelerate value creation at a different pace.</p><p>The most well-known example of Systems of Innovation is an entire enterprise – Amazon.com. Beginning as an online bookseller, Amazon innovated so profoundly that they almost single-handedly killed brick and mortar bookstores. It is telling that they are not known as Amazon, Incorporated, or the Amazon Company. They are known by their Internet domain name. Today, their technology innovations have not only transformed how households and business acquire all manner of goods, their technology itself has become a market-disruptive service in the form of Amazon Web Services (AWS). Further, AWS, along with Microsoft Azure, IBM Watson, and others are now commoditizing elements of their AI infrastructure providing an unprecedented opportunity for enterprises which are not among the “tech giants’ to employ these technologies in their pursuit of stakeholder value.</p><p>Table 1 lists a sample of the AI services provided by AI that enterprises can integrate into their systems. According to Amazon, “you get instant access to fast, high quality AI tools based on the same technology used to power Amazon’s own businesses.” (AWS, 2021)</p><p><strong>Table 1: Sample AWS AI Services (source: AWS, 2021)</strong></p><table border=\"1\" cellspacing=\"0\" cellpadding=\"8\"><thead><tr><th>Service Name</th><th>Service Description</th></tr></thead><tbody><tr><td>Amazon CodeGuru</td><td>Automate code reviews to improve software quality</td></tr><tr><td>Amazon Comprehend</td><td>Discover insights and relationships in text</td></tr><tr><td>Amazon Fraud Detector</td><td>Detect online fraud faster</td></tr><tr><td>Amazon Lex</td><td>Build voice and text chatbots</td></tr><tr><td>Amazon Polly</td><td>Turn text into lifelike speech</td></tr><tr><td>Amazon Recognition</td><td>Analyze image and video</td></tr><tr><td>Amazon Transcribe</td><td>Automatic speech recognition</td></tr></tbody></table><p>Table 2 lists some of Microsoft’s AI services provide under a product line called Azure Cognitive Services.</p><p><strong>Table 2: Sample Microsoft AI Services (Microsoft Azure Cognitive Services, 2021)</strong></p><table border=\"1\" cellspacing=\"0\" cellpadding=\"8\"><thead><tr><th>Service Name</th><th>Service Description</th></tr></thead><tbody><tr><td>Content Moderator</td><td>Detect potentially offensive or unwanted content</td></tr><tr><td>Text Analytics</td><td>Detect sentiment, key phrases, and named entities</td></tr><tr><td>Translator</td><td>Detect and translate more than 60 supported languages</td></tr><tr><td>Speaker Recognition</td><td>Identify and verify the people speaking based on audio</td></tr><tr><td>Computer Vision</td><td>Analyze content images</td></tr><tr><td>Face</td><td>Detect and identify people and emotions in images</td></tr><tr><td>Video Indexer</td><td>Analyze the visual and audio channels of a video, and index its content</td></tr></tbody></table><p>With access to exponentially more powerful computing capabilities and the capacity to cost-effectively generate and store vast amounts of data many organizations are just trying to make sense of the ever-increasing waves of transactional data created by operational activity. Even so, the goal posts keep moving. Organizations must do more than simply keep up with volume. They must find differentiating and innovative ways to extract value from the data, to intelligently steer the enterprise, one operational process at a time, through Systems of Intelligence.</p><p>Systems of Intelligence is a fourth layer not explicitly anticipated in the 2012 Gartner report in the sense that it offers the potential of something beyond what we traditionally call innovation. In Gartner’s Pace Layers, we think of innovation as something humans do, enabled by technology. The human has a hypothesis about the market or a particular kind of stakeholder. A System of Innovation, relying on machine learning still depends on a hypothesis formed by a human, but it offers the promise of validating or invalidating many hypotheses, quickly, throughout a complex enterprise.</p><p>Data warehouse analytics was once called innovative. Today, the ability to process massive amounts of data and produce meaningful insights are a mature technology – mature enough to be called “traditional”. These technologies can create significant stakeholder value, but they suffer from a fundamental limitation. They are all backward facing. Industry research analyst David Floyer said this, “Traditional Data Warehouse Analytics empower the few to steer the ship by analyzing its wake.” (Floyer, 2015) Traditional analytics most often deliver value as hindsight. Predictive analytics attempt to add value as foresight. But the accuracy of predictions can be diminished by age of the data. Analyses are often based on data which is days or weeks old. Results are published in reports and dashboard to managers and executives who then decide what to share. In contrast, the vision for Systems of Intelligence is real-time, or near real-time analyses, recommendations, and decisions, in the hands of the information producer and consumer. The idea is, process as much data as possible, as quickly as possible, with the best available algorithms to steer the ship intelligently, collectively, and organically with a forward outlook.</p><p>Machine Learning often dominates discussions about AI in which the topic is novel problem solving and modeling and deriving insights from massive and complex data. In the potential for widespread enterprise adoption however, several kinds of AI have the potential to create stakeholder value, separately or in combination.</p><ul><li>Natural Language Processing</li><li>Image Recognition</li><li>Machine Learning based analysis and forecasting</li><li>Robotics</li></ul><p>This is not an exhaustive list, but these four kinds of AI are relatively easy to define empirically through well-known examples. Stanford’s One Hundred Year Study on Artificial Intelligence — <a href=\"https://ai100.stanford.edu/2016-report\">Artificial Intelligence and Life in 2030</a>— lists 11 applications of AI each of which are forms of narrow AI. Some of the most compelling applications, or use cases, employ more than one kind of AI. For reasons of space and simplicity, we will go only a little deeper into the found kinds of AI mentioned above.</p><p>Natural Language Processing (NLP) is the ability of a machine to process human communication in its natural form, written or audible, and generate human-understandable responses in a natural form. Apple’s Siri, Google’s Assistant, and Amazon Alexa are well known examples of the tech giants. Many other enterprises are today using some form of NLP. Airline reservation systems are a prominent example. In this case, the organization derives stakeholder value by providing customer service for routine matters at a lower cost than doing so with human agents.</p><p>Image Recognition appears in Google’s reverse image search at images.google.com. Instead of typing a search term and receiving images as result, a user can provide an image and the technology tells you what it probably is, where to read about it and a selection of visually similar images.</p><p>The photo in Figure 2 (taken by the author in February 2020) returned the primary result “Western Wall” even though the most visually prominent object is not the wall but the Dome of the Rock and other structures beyond the wall. A review of the visually similar images suggests an explanation. Many of the visually similar images were captured from the same direction but with a wider view. In them, the Western Wall is visible along with the Dome of the Rock. The images appear to have a relatively larger number of metadata tags which refer to the Western Wall rather than the Dome of the Rock. This reveals potential weakness of image recognition technologies. All AI must be “trained” in some way. That is, we give the machine examples and tell it how to recognize important things in the examples. In this instance of image recognition, users contribute images and add keywords or metadata about the image. Because many images in the training data containing the Dome of the Rock are tagged with keywords referring to the Western Wall, Google’s algorithm says this is a photo of the wall, even though the wall is not visible. This answer is in the right neighborhood, in more ways than one, but it is not correct. A human observer would say this is a photo of the Dome of the Rock, not of the Western Wall. As impressive as the technology has become, it is not able to overcome poor training or a bias in the training data. Because of errors like this, humans need to supervise the machine’s output, especially when that output is used to inform high-stakes decisions. With enough correction provided by human supervisors, the machine will learn more and produce increasingly accurate results.</p><p>&nbsp;</p><p><img src=\"/sites/default/files/inline-images/Jerusalem.jpg\" data-entity-uuid=\"ed988183-66fe-41f3-9cae-a39dba82e20c\" data-entity-type=\"file\" width=\"468\" height=\"312\"></p><p>Figure 2: The Dome of the Rock, Jerusalem (Source: the author)</p><p>Portions of this article originally appeared in the Journal of the World Complexity Science Academy Volume 1, Issue 2 as “Artificial Intelligence in Mainstrem Enterprise Applications”, Picirillo, D. 2020. <a href=\"https://www.wcsaglobal.org/volume-1-issue-2-2020\">https://www.wcsaglobal.org/volume-1-issue-2-2020/</a></p><p><strong>References</strong></p><p>AWS (Amazon Web Services), 2021, Machine Learing on AWS, June 7, 2021. <a href=\"https://aws.amazon.com/ai/machine-learning/\">https://aws.amazon.com/machine-learning</a></p><p>Deloitte. 2020. Industry 4.0, Deloitte Insights <a href=\"https://www2.deloitte.com/us/en/insights/focus/industry-4-0.html\">https://www2.deloitte.com/us/en/insights/focus/industry-4-0.html</a></p><p>Gardner H., 1983, Frames of Mind: The Theory of Multiple Intelligences. New York, Fontana Press.</p><p>Floyer D., 2015, Managing the Data Tsunami with Systems of Intelligence. Wikibon, Inc. October 10, 2015. <a href=\"https://wikibon.com/managing-the-data-tsunami-with-systems-of-intelligence\">https://wikibon.com/managing-the-data-tsunami-with-systems-of-intelligence</a></p><p>Gaughan D., 2012, Introducing the Pace Layered Application Strategy Special Report. Gartner Inc., February 3, 2012. <a href=\"https://blogs.gartner.com/dennis-gaughan/2012/02/03/introducing-the-pace-layered-application-strategy-special-report\">https://blogs.gartner.com/dennis-gaughan/2012/02/03/introducing-the-pace-layered-application-strategy-special-report</a></p><p>Hickey J., 2020, Using Machine Learning to “Nowcast” Precipitation in High Resolution. January 13, 2020. Google. <a href=\"https://ai.googleblog.com/2020/01/using-machine-learning-to-nowcast.html\">https://ai.googleblog.com/2020/01/using-machine-learning-to-nowcast.html</a></p><p>King S., 2020, Why COVID-19 Is Accelerating The Adoption Of AI And Research Tech. May 11, 2020. Forbes. <a href=\"https://www.forbes.com/sites/steveking/2020/05/11/why-covid-19-is-accelerating-the-adoption-of-ai-and-research-tech/#2983b7162140\">https://www.forbes.com/sites/steveking/2020/05/11/why-covid-19-is-accelerating-the-adoption-of-ai-and-research-tech/#2983b7162140</a></p><p>Microsoft, 2021, Microsoft Azure Cognitive Services, June 7, 2021. <a href=\"https://azure.microsoft.com/en-us/services/cognitive-services\">https://azure.microsoft.com/en-us/services/cognitive-services</a></p><p>Stone P., Brooks R., Brynjolfsson E., Calo R., Etzioni O., Hager G., Hirschberg J., Kalyanakrishnan S., Kamar E., Kraus S., Leyton-Brown K., Parkes D., Press W., Saxenian A., Shah J., Tambe M., and Teller A., 2016. Artificial Intelligence and Life in 2030. One Hundred Year Study on Artificial Intelligence: Report of the 2015-2016 Study Panel, Stanford University, Stanford, CA, September 2016.<a href=\"http://ai100.stanford.edu/2016-report\">http://ai100.stanford.edu/2016-report</a></p><p><strong>Posts in this series</strong></p><ol><li>AI In Mainstream Enterprise Applications</li><li>What does AI offer humankind?</li><li>What Does AI Offer Users Of Mainstream Enterprise Systems?</li></ol>','','full_html'),('featured_article',0,79,634,'en',0,'<p><strong>GRC Definition: -</strong></p><p>GRC is the capability, or integrated collection of capabilities, that enables an organization to reliably achieve objectives, address uncertainty and act with integrity, including the governance, assurance and management of performance, risk, and compliance.<a href=\"https://www.oceg.org/glossary/en/\">www.grcglossary.org</a></p><p><strong>What is GRC?</strong></p><p>In February of 2002, Mr Michael Rasmussen, considered by many to be the “father” of GRC, was the one who first proposed using the abbreviation GRC. A model and a framework for GRC were initially made available in 2003 by the Open Compliance and Ethics Group (OCEG). The acronym is now recognised in its official capacity, and it signifies the three terms “Governance,” “Risk,” and “Compliance.”</p><p>Every global business engages in good governance, risk management, and compliance practices (GRC), even though many people are unaware of the value and meaning of GRC. In an official or informal setting, OCEG has stated, “GRC is not a recently developed concept”.</p><p>Let’s begin by discussing this anecdote to comprehend the rationale behind Mr Rasmussen and OCEG’s decision to merge these three words into a single acronym that has gained widespread reputation over the years.</p><p>In 2001, Fortune magazine honoured “America’s Most Innovative Company” for the sixth year in a row as one of the most successful corporations in the United States. The dot-com era had just reached its zenith; consequently, most investors and regulators were accustomed to the new normal of unusually high share prices. This, in conjunction with the lax regulatory climate of the period, allowed the CEO to be “creative,” enabling him to conceal hazardous assets and losses through a scheme that also involved the chief financial officer, other executives, and even the company’s auditor.</p><p>Enron went bankrupt in December of 2001, resulting in a loss of $74 billion for shareholders, the loss of billions of dollars in pension benefits for its employees, the collapse of the audit firm Arthur Andersen, and the loss of all employees, business partners, and other financial and societal implications as a result of people and businesses losing their income. We now know that this was the largest corporate bankruptcy that had ever occurred in the history of the financial world.</p><p>Even though Mr Rasmussen had a broad vision for GRC version 1.0, the Sarbanes-Oxley Act of 2002 (SOX), adopted as a direct response to the Enron scandal, was the focus of every organisation in the financial sector at that time. GRC 1.0 became, in essence, the recipe for managing your firm in a manner that complies with the SOX internal control criteria.</p><p><strong>Components: -</strong></p><p>To understand the term more comprehensively, let’s understand each one of its components individually:&nbsp;</p><p><strong>Governance:</strong> Governance is a term that refers to a collection of guiding principles, policies, and procedures that determine how an organization works towards achieving its objectives. When it comes to implementation, it takes a top-down approach, which involves essential stakeholders such as board members, senior management, and other high-level executives. The ability to carry out its operations honestly and openly depends on the robustness of its governance structure.</p><p>The higher-ups are given the ability to make decisions while keeping an awareness of the risks involved, engaging with the various stakeholders, and obtaining greater visibility into potential problems and incidents. The data is an indispensable component of this equation. The processes of data visualization, internal auditing, reporting, and risk assessment are all facilitated by a GRC programmed, making accessing relevant metrics easier.</p><p><strong>Risk Management: </strong>Identifying, analyzing, and taking preventative measures against possible risks is referred to as “risk management.” Cybersecurity risk, legal risk, financial risk, operational risk, contractual risk, third-party risk, and the unpredictable risk of natural disasters and crises are examples of the many types of risk that can exist. Risk managers and risk management software must work together as part of a successful risk management programme to address potential dangers before they can cause any damage.</p><p>As an alternative to implementing a separate risk management programme, you can choose to incorporate risk management processes into your daily operations. This improves risk visibility, making accessing risk data more straightforward, prioritizing threats, and implementing remediation strategies.</p><p>An organization needs to strike a balance between its risk appetite and the amount of risk it is willing to take to accomplish its business goals while reducing the amount of risk it is exposed to. You can significantly increase the rate at which threats are responded to and incidents are resolved if you have open communication channels and a well-established hierarchy. You can protect your organization on multiple fronts when you add automated controls and plans for business continuity.</p><p><strong>Compliance:</strong> You, as a business, will have to act with integrity by following the statutory government regulations that are particular to your practice area. The penalties for violating these regulations range from a reprimand that amounts to little more than a slap on the wrist to significant monetary harm.</p><p>The rules themselves are subject to ongoing revision and adjustment. You don’t want to end up in the headlines for violating some environmental regulation, do you?</p><p>You can keep tabs on many regulations, industry standards, rules, and policies while using only a few resources available if you have a compliance programme that works effectively. Establish transparent workflows to facilitate the acceleration of compliance management and conduct internal audits at regular intervals to ensure that everything is operating as it should.</p><p><strong>The Importance of GRC: -</strong><br>&nbsp;</p><p>If you have an integrated plan of action, managing risks will be much less demanding, even as those risks become more complicated and maintaining compliance becomes costlier.</p><p>The lessons learned from the pandemic caused by COVID-19 show that flexibility in risk management and compliance programmes is hugely beneficial. As a result of disruptions in supply chains, businesses are increasingly turning to third-party logistics (3PL) providers to capitalize on the explosive growth of the retail eCommerce industry.</p><p>However, increasing the number of relationships with third parties increases risk and the obligations to comply with regulations. When it comes to governance, risk, and compliance (GRC), having a framework that is clearly defined makes it possible to incorporate additional responsibilities with relatively little friction.</p><p>Greater visibility into governance, risk, and compliance programmes provides the data necessary to recognize areas of vulnerability and overcome challenges. It provides you with sufficient room to capitalize on potentially beneficial chances while minimizing the likelihood of potentially harmful incidents. Your company can expand its operations with the appropriate GRC programme, which will also assist it in managing the risks and regulations associated with its expansion.&nbsp;</p><p>&nbsp;</p><img src=\"/sites/default/files/inline-images/GRC%20framework_1.png\" data-entity-uuid=\"e34ad557-cfdb-4262-8bdc-7b53ff55ffa3\" data-entity-type=\"file\" width=\"1200\" height=\"936\"><p>&nbsp;</p><p>&nbsp;</p><p>&nbsp;</p><p>&nbsp;</p><p><strong>Renowned Frameworks:</strong></p><table border=\"1\" cellspacing=\"0\" cellpadding=\"8\"><thead><tr><th>Framework</th><th>Area of Implementation</th><th>Description</th></tr></thead><tbody><tr><td>COSO</td><td>Enterprise Risk Management</td><td>The COSO Framework sets up internal controls for corporate processes. COSO was founded because of Enron. These controls ensure the organization operates ethically, transparently, and according to industry standards.</td></tr><tr><td>HACCP</td><td>Food Safety</td><td>HACCP is a preventive approach to food safety from biological, chemical, and physical hazards in production processes that might make the finished product dangerous. It proposes ways to minimize these risks to a safe level.</td></tr><tr><td>FAIR</td><td>IT Risk, Information Security Risk Assessment</td><td>Factor Analysis of Information Risk (FAIR) is a taxonomy of risk variables and their interactions. It’s focused chiefly on estimating the frequency and magnitude of data loss.</td></tr><tr><td>ISO 27005</td><td>IT Risk, Information Security Risk Assessment</td><td>ISO 27005 supports ISO/IEC 27001’s general concepts and aids in risk-based information security implementation.</td></tr><tr><td>ISO 31000</td><td>Risk Management</td><td>Using ISO 31000 can help organizations achieve goals, identify opportunities and hazards, and allocate and manage resources for risk treatment.</td></tr><tr><td>The Basel Committee</td><td>Operational Risk in Banking And Finance</td><td>Operational risk is embedded in all banking products, activities, processes, and systems, and effective management is a cornerstone of a bank’s risk management programme.</td></tr></tbody></table><p><strong>Critical Drivers For Adoption: -</strong></p><ul><li><strong>Risk Landscape is becoming more complex</strong> – Today’s exposure to risk entails a greater degree of complication and potential harm than it did thirty or forty years ago. It is no longer possible to combat every threat with legacy programmes or restrict fallout to a particular industry without allowing it to spread to other business divisions. The Good Governance, Risk, and Compliance (GRC) framework functions as a checks and balances system that maintains all risks within acceptable parameters.</li><li><strong>Constantly evolving Regulatory Compliance</strong> – You can build tactics to track the modifications made in real time to regulations. The vast majority of GRC solutions can fully automate this process, eliminating the requirement for additional resources to be invested.</li><li><strong>Data Privacy and Protection</strong> – On the one hand, the General Data Protection Regulation (GDPR), the Consumer Cancellation and Portability Act (CCPA), and the Personal Information Protection and Electronic Documents Act (PIPL) have mandated that businesses strengthen their cybersecurity defences. On the other hand, in contrast to adopting a standalone programme, implementing an integrated security solution has become significantly more cost-effective and efficient.</li><li><strong>Third-Party Engagements</strong> – Due to shifting legislation and disturbances in the supply chain, relationships with third-party entities and suppliers have become significantly more complicated. GRC allows you to review and manage your connections with third parties so that they are in your best interests.</li><li><strong>Big Data &amp; Analytics</strong> – Having a foundation in GRC enables you to gain additional insights from risk data, which is especially helpful in light of recent advancements in big data analytics.</li></ul><p><strong>Essential Benefits of GRC: -</strong></p><p><img src=\"/sites/default/files/inline-images/GRC%20benefits.jpg\" data-entity-uuid=\"89073301-09d3-478e-9dc0-ea6e549e7dd6\" data-entity-type=\"file\" width=\"750\" height=\"411\"></p><ul><li><strong>Visibility</strong> – Thanks to GRC, which provides a unified framework for managing governance, risk, and compliance issues, you may find all your data in a single location. This, in turn, enables you to delve deeper into risk data and acquire contextual information on fundamental weaknesses. It is not enough to be aware of what is incorrect; GRC enables you to comprehend the modifications you need to implement into the three systems to forestall future problems. Gaining visibility into your organisation’s financial and operational health helps you to make real-time adjustments and benchmark key performance indicators (KPIs).</li><li><strong>Optimising Costs &amp; Resources</strong> – The potential to save time and money is the key benefit of implementing a GRC programme in your organisation. As a result of the unification of these three processes, you will no longer be required to allocate resources distinctly for each unit. In addition, if you opt to go with GRC software, you can automate day-to-day processes. This will allow your personnel to spend more time on billable activities, ultimately increasing your revenue. You can even integrate chatbots and natural language processing (NLP) to build rules for responding to and dealing with risk situations without involving a natural person if you combine artificial intelligence (AI) and machine learning (ML).</li><li><strong>Centralised Access To Risk Data</strong> – Maintain a record of every piece of information about risks in a single database. You can view the data remotely, allowing you to respond to risk situations more quickly. For safety and privacy reasons, you may choose who can access the risk data and what devices can access it.</li><li><strong>Process Unification</strong> - is one of the more understated benefits; you won’t notice it immediately, but it will pay dividends in the long run. A uniform process, taxonomy, and terminology are all things that can be established using GRC. Standardised methods simplify training new employees, evaluating and benchmarking performance, and ensuring that the platform continues to operate smoothly even when staff members leave or are replaced. Additionally, over time, it fosters a more risk-aware culture at work, ultimately reducing the number of risk-related occurrences. This increases the organisations’ ability to withstand risks and breaks down the functional and operational walls built up.</li><li><strong>Analytics</strong> - You are provided unrestricted access to the risk data, enabling you to go deeper into the information to unearth hidden insights that might have otherwise been missed owing to a lack of oversight. Additionally, integrated advanced analytics tools and reporting capabilities assist in analysing, sharing, and utilising risk information advantageous to the organisation and its customers.</li></ul><p><strong>How Does GRC Function?</strong></p><p>The following are the underlying principles that enable a successful implementation of a GRC framework.</p><p><strong>Key Stakeholder Management</strong> - Collaboration between departments that practise governance, risk management, and regulatory compliance is necessary for GRC, which necessitates cross-functional working relationships. The following are a few examples that illustrate this point:</p><ul><li>Senior Level Executives responsible for making strategic decisions after risk assessment.</li><li>Legal professionals who help in preparing and mitigating legal implications.</li><li>Financial experts responsible for statutory compliance.</li><li>The HR function manages critical and confidential information.</li><li>IT function taking care of cybersecurity and cybersecurity resilience.</li></ul><p><strong>GRC Framework</strong> - A GRC framework is a paradigm for managing an organisation\'s governance and compliance risks. It entails the process of defining the essential policies that can push the firm toward the goals that it has set for itself. You may take a proactive approach to managing risks, make well-informed decisions, and guarantee business continuity if you adopt a GRC framework. This enables you to take advantage of the many benefits of using such a framework.</p><p>Companies put in place GRC by adopting GRC frameworks, which include essential policies that align with the organisation’s strategic objectives. When formulating company policies, organising processes, and exercising governance over the business, key stakeholders base their work on a shared understanding derived from the GRC framework. Companies can use specialised software and other resources to coordinate and keep track of the progress made using the GRC framework.</p><p><strong>GRC Maturity</strong> - An organisation’s level of GRC maturity can be defined as the degree to which it has successfully integrated governance, risk assessment, and compliance. You have reached a high degree of GRC maturity when implementing a well-planned GRC strategy yields positive cost efficiency, productivity, and the efficacy of risk mitigation. On the other hand, a low level of GRC maturity is inefficient and causes business units to continue functioning in isolation.</p><p><strong>Implementing GRC Effectively: -</strong></p><p><br>To implement a GRC solution effectively, below are the tips to ensure a successful implementation</p><p><strong>Value Creation:</strong> It is essential to understand the actual benefit of GRC implementation. The start of a successful implementation starts by identifying the already existing multiple methods across different business segments. In addition, the process enables you to determine which procedures are successful and must be maintained in constructing a unified system.</p><p>Similarly, you can get rid of any data, technologies, or assets that aren\'t needed, are duplicates and hurt value while also having the ability to make the centralised process more difficult.</p><p>From this vantage point, you will be able to prioritise the assets of your company that bring in the highest revenue, and you will be able to direct your GRC strategy toward improving these assets.</p><p><strong>Creating A GRC Roadmap:</strong> To narrow the scope of your strategy, you will need a distinct goal that summarises the primary GRC functions performed by the framework. These results have to be the product of ongoing collaboration between all stakeholders to guarantee that they are by the requirements of each division. Your targeted results can be more easily achieved if you have a solid understanding of the potential benefits that could be gained from a successful GRC framework. Some pertinent benefits of a practical GRC framework are:</p><ul><li>Cohesive approach and better alignment of every department and business goals.</li><li>Ensures effective risk mitigation and management entailing financial, legal, strategic, operational, and cyber.</li><li>Well Informed and quick decision making.</li></ul><p><strong>GAP Analysis:</strong> Once you have identified all the details about your existing GRC processes, you need to zero in on the following</p><ol><li>Maturity of the processes.</li><li>Quality of Data.</li><li>Existing Gaps.</li></ol><p>The following are next steps are to record the following</p><ol><li>Any missing or duplicate data.</li><li>Any duplication or redundant processes.</li><li>Identify the scope for automating or removing manual workflows.</li></ol><p><strong>Managing Stakeholder Expectations:</strong> Your GRC implementation strategy\'s success needs to ensure that your entire organisation is on the same page, even though this is frequently neglected. Every department is involved in an effectively planned GRC project. All significant stakeholders must be allowed to express their thoughts and concerns about your plan. Organisational alignment can be achieved as shared below:</p><ul><li>Alignment of Executive Team With Critical Factors - The first stage in securing organisational common ground is to create a detailed plan that includes essential aspects of the project, such as the timetable and the budget. Before taking additional action, you must confirm that leadership agrees with your strategy. Then it would be best if you made any necessary adjustments before telling the rest of the organisation.</li><li>Moving Down From The Top - As soon as you have received executive approval, you will need to put change management practices into effect across all other business units. These processes need to be realistic and conveyed understandably.<br>For instance, it is reasonable to anticipate that the modifications you have suggested will be met with some level of opposition. Processes and procedures that have been in a department for a long time often need to be gradually phased out before they can be eliminated.</li></ul><p>It is to be ensured that each team receives consistent and informative updates if you want a seamless transition. These updates should inform all the leading stakeholders about the essential changes that have been made and how those changes will influence their roles. Make sure that any team member can easily share any concerns, suggestions, or other significant input that may be why it is required to adjust your approach. Create a process that is open and transparent.</p><p><strong>Create A Robust GRC Approach</strong> - Putting in the necessary foundation is necessary if you want to ensure that your GRC system is practical and adaptive. Because of the ever-evolving nature of cyber threats and vulnerabilities, the ever-changing landscape of cyber threats, and the severe repercussions of data breaches, these components are of the utmost importance in information technology governance and risk management (IT GRC).</p><p>Even more, emphasis needs to be paid to guaranteeing that the GRC methods employed by financial institutions and health organisations are flexible enough to accommodate the regular changes in regulatory requirements that their respective businesses are subject to.</p><p><strong>Invest In A GRC Software Solution Of Repute</strong> - Putting in place a GRC programme from the beginning necessitates the utilisation of many different moving elements, such as the consolidation of information silos, continual upgrades, and the utilisation of manual procedures such as spreadsheets. You can direct more of your implementation efforts to higher-level activities using a GRC platform because it can simplify many of these problematic areas.</p><p>When selecting a GRC tool for your firm, just as you would with any other third-party vendor, you need to complete your due diligence to ensure that the tool complies with all compliance rules and does not put your organisation in a position where it faces extreme security risks.</p><p>The appropriate GRC technology should result in a return on investment (ROI) that can be measured in terms of money and time saved. Some critical questions that need to be addressed are</p><ul><li>Does the software solution offer ease of use?</li><li>Does it have automated workflows?</li><li>Is it customisable and scalable?</li><li>Does the solution offer detailed task management and execution?</li><li>Does it support the integration of third-party applications?</li><li>Is it cost-effective from a TCO (Total Cost of Ownership) perspective?</li></ul><p><strong>Use Industry Prevalent and Accepted Standards</strong> - The capacity to align with the requirements of the entire business is one of the essential characteristics of a GRC strategy that is both successful and efficient. A baseline should be established as a point of reference, even if every department will have its own unique set of criteria. For example, you can adopt an industry standard such as NIST 800-53 or ISO 27001 to standardise your control architecture.</p><p><strong>Evaluate and Adjust Your GRC Strategy</strong> - Getting your new GRC programme up and running is not a \"set it and forget it\" kind of endeavour. After it has been implemented, you must ensure that your strategy can develop and adapt to your company\'s goals. Every group should maintain comprehensive and up-to-date records of their GRC requirements, highlighting any significant shifts in the situation, such as incorporating new tools.</p><p>This reporting can serve as a point of reference during the periodic meetings with stakeholders to ensure that the entirety of your organisation continues to follow the overall strategy. To ensure compliance management is being properly carried out, at least one annual audit must be performed. You should then prioritise the resolution of any compliance issues that have arisen.</p><p><strong>Concluding Remarks</strong> – Deploying a robust GRC framework is a tedious initiative. But If you partner with an expert partner like DivIHN Integration Inc., you do not have to worry about your ROI. To know more, please reach out to <a href=\"mailto:sgovilkar@divihn.com\">sgovilkar@divihn.com.</a></p>','','full_html'),('featured_article',0,80,635,'en',0,'<p><strong>Introduction: -</strong></p><p>Many businesses have decided to use Salesforce\'s customer relationship management solution. Over the past few years, there has been a dramatic increase in the number of people using Salesforce, which has propelled the company to be one of the enterprise software vendors currently experiencing the most significant rate of expansion.</p><p>If you want the best possible results from your Salesforce implementation, you must adjust as your company grows and its business needs shift. When developing new functionality for Salesforce or customising the features, there are many factors to consider.</p><p>The out-of-the-box capabilities of Salesforce deliver a plethora of cutting-edge features that make it easier for contemporary businesses to fulfil their operational requirements. These capabilities help modern organisations meet the demands of their customers. Although many companies can generate value with these features, others must develop and customise the solution further to better meet their unique business goals.</p><p>When done correctly, Salesforce development can enable companies to build specific features, services, and applications into the Salesforce platform while easily and quickly achieving their business goals. Taking advantage of the solution\'s multi-tenant architecture and integration capabilities, businesses can customise it to create outstanding elements that benefit the company.</p><p><strong>Notable Facts About Salesforce: -&nbsp;</strong></p><ul><li>More than 150,000 businesses use Salesforce, generating $21.25Bn in revenue in 2021.</li><li>The market share of Salesforce CRM is 19.8%. It is higher than the combined share of the top four competitors.</li><li>Salesforce has more than 56,000 employees globally.</li><li>The revenue of Salesforce has consistently grown in the last twenty years at a CAGR of 51.22%.</li><li>The Salesforce subscription and support division contributes to 93.99% of the overall revenue worth $19.98Bn.</li></ul><p><strong>Benefits of Salesforce Development: -</strong></p><ol><li>Build user-friendly applications and modules that technical and non-technical users may easily traverse with drag-and-drop functionality.</li><li>Integrate features and capabilities that can be customised for teams and departments and enhance workforce productivity.</li><li>Salesforce Cooperation Cloud improves communication and collaboration through updates, projects, and bottlenecks.</li><li>Create functions that address customer questions, requirements, comments, and deliveries to improve your relationship with your customers.</li><li>Utilize the built-in analytic capabilities to your full advantage to generate predictive reports covering organisation development, the status of competitors or markets, and brand reputation.</li><li>Enable Salesforce integration with pre-existing enterprise systems and applications that will be developed to improve overall business performance.</li></ol><p><strong>Best Practices De-Coded: -</strong></p><ol><li><strong>Develop A Complete Plan –</strong> It is a no-brainer that without a well-thought plan, success is not possible. It is in your best interest to have a well-thought-out strategy outlining how you intend to build and roll out your solution before starting the Salesforce development process. Planning allows you to understand where you are in the process, where you want to get to in the future, and what steps you need to take to get there.</li><li><strong>Uncover The Finer Nuances of Salesforce Architecture –</strong> After establishing a road map, it is an excellent idea to understand the Salesforce architecture, which includes the various layers, the interactions between them, the different components, APIs, and databases. In addition, it is essential to have a solid understanding of the distinctions between the fundamental capabilities of the platform and the pre-packaged applications that run on it, as well as the communication and data flow between the various servers.</li><li><strong>Explore and Exploit The Test Environment –</strong> Although Salesforce does provide the option of developing modules and customising features in a live environment, it is recommended that the sandbox be used for development because it will not impact the performance of your system. You can use the developer sandbox to create new features, the partial sandbox to determine how the development process might affect your system, or the full sandbox to deploy customisations and determine how they will operate within your system.</li><li><strong>Ensure Consistency in Coding –</strong> Because it is only natural to have multiple developers working on your Salesforce development project simultaneously, adhering to a consistent coding style can help ease the development process significantly. Adhering to standard coding conventions can not only pave the way for establishing legal guidelines but can also add consistency, ensuring that all team members reach the same conclusions regarding standards and patterns and adhere to the same principles.</li><li><strong>Utilise Salesforce\'s Built-in Trigger Frameworks –</strong> The use of trigger frameworks can help significantly reduce the amount of time and effort spent developing software, which is especially helpful as your requirements expand. They make it possible to remove logic and ensure consistency across the platform, making unit testing, integrating changes, and maintenance much more straightforward. Once standardised, you can be sure that all your triggers work consistently, giving you complete control over the order in which operations are carried out.</li><li><strong>Embrace a Modular Approach to Your Salesforce Development –</strong> The ability to develop functions or modules in isolation from one another is one of the most significant benefits offered by Salesforce development. You can design the system in such a way that its various functions can be optimised independently if you take a modular approach and do so. This is possible because the failure of one part will not influence the other processes.</li><li><strong>Deploy Appropriate Tools –</strong> In addition to selecting the appropriate features, it is also essential to use the proper tools for development. This will allow you to begin developing and testing your Salesforce platform as soon as possible. Conduct a thorough analysis of the tools at your disposal, considering the requirements you have specified, and select the ones that will assist you in efficiently meeting your needs.</li><li><strong>Refrain from DML/SOQL Queries –</strong> There will be times when you want to insert/update multiple records simultaneously and query sets of documents based on specific contexts. While iterating through the forms using the loop, you might feel tempted to perform a query or DML operation on these records. After all, what\'s the worst that could happen? Well, quite a lot.</li></ol><p>Both SOQL and DML are some of the most expensive operations that can be carried out within Salesforce Apex. As a result, governor limits for both processes are highly stringent. Therefore, placing them in a loop is a recipe for disaster because we can quickly and unknowingly reach these limits, particularly when triggers are involved in the process!</p><p>When it comes to DML statements, we have the option of moving those statements outside of the loop. In their place, we can add the records we want to perform those operations on to a list within the circle and then run the DML statement on the list rather than the records themselves. This is the most prudent course of action to take in many circumstances. Moving SOQL to a position outside a loop can be more challenging because the decision depends heavily on the context.</p><ol start=\"9\"><li><strong>Only Hard-Code IDs When Needed </strong>- When IDs are hardcoded, they may function correctly and without incident when they are being developed; however, as soon as our code is migrated into production, those IDs will no longer reference the appropriate record. This is especially true for Record Types that were initially developed in a sandbox environment and later transferred into a production environment. Consider the opposite scenario: if we create a sandbox from production, our hard-coded identifiers will no longer point to the appropriate records.</li></ol><p>If we want to use record types, we can instead make references to them using their Developer Name, which will remain the same across all environments. Suppose the ID we want to use is associated with a particular record. In that case, we can store this ID within our custom metadata and retrieve the value during runtime. This allows the developers to freely alter the value depending on the environment in which the code is being written or the requirements imposed on us.</p><p>There is only one situation in which we are not required to adhere to either of the two methods described above, and that is when we are explicitly referencing the Master Record Type. This record type is the default and is consistent across all instances. On the other hand, the fact that it is static right now does not guarantee that it will remain so in the future; consequently, we ought to store it probably also in custom metadata (if doing so is necessary) to be on the safe side.</p><ol start=\"10\"><li><p><strong>Declare Openly the Existence of a Sharing Model</strong> - When we start writing brand-new code, one of the very first things we should do is declare our sharing model. This is one of the most important things to do. When we want our code to enforce sharing rules, we must always advise that, but when we want it to bypass record access, we must always say that it is not sharing. Developers often find themselves skipping this step.&nbsp;</p><p>Declaring our sharing model explicitly enables us to communicate our goals to anyone else who may work on our code in the future. This includes anyone who may work on our code. If we omit this, it will make it more difficult for them to comprehend what is going on within the code; on the other hand, if we include it, they will have a much easier time understanding it.&nbsp;</p><p>You can safely omit only if your code does not perform any DML or queries. This is the only time it is safe to do so. However, if this is possible, or if you want to play it safe, it is wise to declare the sharing model anyway, specifying it as \'inherited\' to allow a consumer of your course to control the model instead. Declaring the model in this manner will enable you to play it safe.</p></li><li><p><strong>Use Only One Trigger Per Single Object Type</strong> - The principle of using only a single trigger for each object is ingrained in the minds of many programmers. This is because the focus is both simple to remember and straightforward to put into practice. But why is this relatively straightforward \"best practice\" such a significant one to adhere to?&nbsp;</p><p>The order in which individual triggers are executed cannot be guaranteed when multiple stimuli are defined on a single object. When a record is saved and the triggers are invoked, the order in which the individual triggers are executed is utterly arbitrary for all intents and purposes. It\'s not uncommon for the individual actions that make up a trigger to have their order of priority, or they might have a condition that requires an initial step to have been finished before they can proceed (e.g., assigning a parent lookup which is then expected to be populated in the following action).&nbsp;</p><p>An entirely random trigger order also introduces randomness into our code. This randomness makes it more difficult to debug and develop code because there is always some element of randomness present, and we cannot accurately replicate scenarios.</p></li><li><p><strong>Test Multiple Scenarios</strong> - When it comes to testing, having a high number of lines covered by tests is a good goal, but it does not tell the whole story. Salesforce mandates to have at least 75% code coverage whenever you wish to deploy Apex code into production.&nbsp;</p><p>You are writing tests solely to meet the code coverage requirement, demonstrating that your code has been executed and doesn\'t provide any value other than showing that in a particular scenario. It might work or might not when deployed in real-time.&nbsp;</p><p>When writing our tests, we should worry less about code coverage and more about covering different use cases for our code. This will ensure that we protect the scenarios in which the code is being executed. This is accomplished by writing multiple test methods, some of which may be testing the same and not generating additional covered lines. Each test method executes our code by a distinct scenario, allowing us to test the system effectively.&nbsp;</p><p>One possible application would be to cover both positive and negative test cases in a trigger. After the tests run, the next step is to verify that the code has successfully carried out the intended action; if it hasn\'t, we want to fail the test manually. If the code hasn\'t successfully acted, we want to forget the test manually.&nbsp;</p><p>Writing tests for code coverage isn\'t the only reason to run these kinds of tests; they can also serve as an early warning system for problems that may crop up if an administrator adds some new functionality or a different section of code is modified. This testing offers much more value than just writing tests for code coverage. Testing for these scenarios ensures that we are alerted about the issues and can resolve them (before they hit production and cause late nights!). Testing for these scenarios also ensures we don\'t miss any opportunities to save money.</p></li><li><strong>Double Check Tests</strong> - The quality of the Salesforce solution you develop is directly proportional to the amount of testing you do. You must test the platform’s functionality to ensure that it can meet the requirements of your client, who will use it daily. Try every functionality and feature you\'ve developed to ensure that it functions as intended in any circumstances.</li><li><strong>Keep Documentation Clean and Complete</strong> - When developing a solution for Salesforce, it is also a good practice to document everything that programmers are working on. This can help avoid any misunderstandings. This practice, which entails keeping a log of every development effort, can assist other administrators and developers in comprehending the advancements that have been made, as well as preventing those advancements from being duplicated or altered when they should not be.</li><li><strong>Avoid Business Logic In Triggers</strong> - When we write triggers, placing our logic directly in the trigger becomes very difficult to test and maintain the triggers. It would help if you used classes designed to handle our senses. These classes can then be easily tested, kept, and reused. These classes are typically referred to by their shorthand name, TriggerHandlers.</li></ol><p>These TriggerHandler classes take the inputs provided by the trigger and then, as a final step, call the specific courses that hold the business logic we have written. They can be as straightforward as updating the handlers to name the new code as we add it, or they can be as intricate as utilising things like custom metadata types to allow admins to configure our triggers in various ways.</p><p>However, it is a common mistake to put your logic and functionality directly into a TriggerHandler or TriggerHelper class. This can lead to unexpected results. It is recommended that separate categories be created for each piece of functionality and that the TriggerHandler be the one to invoke these classes.</p><p>If we do not follow this procedure, we will very quickly produce code that cannot be maintained. This violates the \"Single-Responsibility Principle\" because it causes it to do everything about an object\'s trigger actions, which results in the creation of a \"God object,\" which is an anti-pattern.</p><p>Suppose an object\'s trigger is exceptionally straightforward (for example, it only invokes a single action). In that case, it may be appropriate to forego a handler class and instead make a direct call to the action invoked by the trigger from within the spur itself. However, the steps should be written with a handler in mind and migrated to a handler as soon as the complexity of the trigger increases.</p><p><strong>Concluding Remarks: -</strong></p><p>Implementing industry standards and best practices is essential to any solution provider’s core capabilities. For excellent results out of your Salesforce Development initiatives, it will be beneficial to understand the why and the what of the development process. This will enable us to make more educated and intelligent decisions regarding our choices\' potential short-term and long-term effects.</p><p>DivIHN Integration Inc. offers seamless, robust and scalable Salesforce solutions. For more information, please get in touch with Kannan Venkataraman at <a href=\"mailto:kannan@divihn.com\">kannan@divihn.com.</a></p>','','full_html'),('featured_article',0,81,683,'en',0,'<p>In the digital age, businesses must adopt an adaptive Enterprise Architecture to succeed. The vision, once realized, enables leveraging emerging technologies, scalability, agility, integration, cost optimization, regulatory compliance, and maximum business value.</p><p>Transitioning requires careful planning, change management, and a strategic vision. Partnering with experienced IT consultants facilitates the process. An adaptive Enterprise Architecture is the key for efficiency, agility, and innovation, empowering businesses to meet customer demands and stay competitive. By embracing this approach, organizations can streamline operations, enhance collaboration, create value for all stakeholders, and achieve sustainable growth.</p><p><strong>Introduction</strong></p><p>In today\'s dynamic business environment, the ability to quickly deploy new capabilities is a competitive necessity. However, organizations often fail to seize opportunities due to the perceived cost and risk of modernizing the systems that enable business capabilities. Information systems and technology platforms exist for a relatively simple set of reasons – to enable business operations and facilitate decision-making as the organization pursues evolving goals and opportunities.</p><p>Technology leaders must have a seat at the organization’s strategy table and allow for the inevitable changes of plan so that when requirements change, the business technology they manage is an enabler, not an impediment. Internal and external forces of change are permanent and pervasive. “Enterprise Architecture” sounds like something slow-moving, but today’s Enterprise Architects must design with continuous change in mind.</p><p><strong>Technological Forces of Change</strong></p><p>In 1965, Gordon Moore suggested the number of transistors on a typical computer chip would roughly double about every two years. Although we do not measure our progress in transistors per chip, Moore’s hypothesis has been validated in real life. In the ensuing 60 years, advances in computational capabilities have given mainstream businesses the ability to solve computational and information management problems at a scale that would have been considered far-fetched a generation ago.</p><p>In the first quarter of the 21st Century, we have seen an explosion of data – beyond a tsunami, more like a Big Bang. The good news is data management and processing capabilities have kept pace, allowing us to do interesting and useful things with all that data, enabling more efficient operations and facilitating informed decision-making.</p><p>Combined with the Internet, massive computing power and vast pools of information have created the real potential of a global data fabric and data marketplace based on broadly adopted cloud computing and democratized artificial intelligence. Nobody talks about data processing anymore. The daily conversations about automating operational and accounting processes to gain efficiency and reduce costs are a dim memory. Today we talk about information as a strategic asset and the ability to make the best use of it as a strategic capability.</p><p>In about ten years, Cloud computing has outgrown mere widespread adoption. It is now a standard feature of almost all enterprises’ information technology architecture. At the same time, Artificial Intelligence is advancing so rapidly that it has drawn the attention of ethicists and legislators. While they are thinking about the responsible use of AI, completely novel applications as well as spot solutions built into existing solutions appear in the marketplace almost daily.</p><p>The rapid pace of technological advancements requires businesses to constantly innovate and leverage new capabilities. Inflexible architectures and solutions hinder the adoption of emerging technologies such as artificial intelligence, machine learning, and the Internet of Things. These technologies have the potential to revolutionize operations, drive efficiency, and unlock valuable insights from data.</p><p><strong>Competitive Forces of Change</strong></p><p>Considering technological advances, competition has in no corner become less intense. Competitors are becoming more numerous, diverse, and global. In some markets the competition is consolidating, raising the barrier to entry, and making life increasingly difficult for independent players. Simultaneously, agile startups enter the market every day with new business models and game-changing technologies, challenging established firms to rethink the status quo, and in some cases, to adapt or perish.</p><p>In both mature and emerging markets architectural rigidity can lead to falling behind while competitors who have successfully integrated these technologies into their workflows, customer experiences, and decision-making processes.</p><p>An adaptive IT architecture that enables businesses to harness the power of emerging technologies and is a competitive necessity. The ability to seamlessly integrate innovative tools and systems empowers organizations to further automate processes, optimize resource allocation, and deliver personalized experiences to customers. The ability to quickly respond to market changes, customer demands, and disruptive forces is essential for sustained success in today\'s digital landscape.</p><p><strong>The Hybridization of Everything</strong></p><p>Thinking about the most successful organizations, and the most successful people in them, we can observe a trend: The Hybridization of Everything. Since the mid-1990s, hybridization has been seen as a necessity in organizations that want to do more, better, faster, and cheaper.</p><p>In the old organizations, the organizing principle was specialization: discrete departments, separate functions, independent projects. In the new organizations, it’s hybridization: inter-departmental meetings, cross-functional teams, integrated systems. Enterprise architectures must support pervasive hybridization.</p><p><strong>Hybrid Technology</strong></p><p>The Hybrid Cloud was one of the early materializations of this idea. It meant, some of our stuff is on premises and some of it in the cloud.” Today hybrid solutions take many forms, combining the benefits of disparate technologies for a single, mission-specific purpose. Information processing itself is becoming hybridized with traditional deterministic algorithms answering traditional questions alongside artificial intelligence which can suggest new questions.</p><p>AI-enhanced solutions are becoming commonplace, appearing in everything from office productivity suites to facial recognition solutions for border security, to large computational problems in climate science, economics, and more. The analog world in which we live is increasingly digitized by hybrid analog-digital devices that populate the Internet of Things, from talking (and listening) appliances to home security systems that allow you to close your garage door from the other side of the planet.</p><p>Adaptive Enterprise Architectures exploit hybrid technologies, both as a preference for the capabilities or adaptive technologies and as a response to the need to design for efficiency and responsiveness in today’s dynamic and competitive environment.</p><p><strong>The Demand for Modernization</strong></p><p>Several forces of change drive the demand for application modernization. Among them are…</p><ul><li><strong>Technical obsolescence of the infrastructure</strong> – The age of technology itself, and the aging of the workforce having the skills to support it can make a compelling case for replacement. Support gets more expensive and harder to find almost daily. Also known as Technical Debt, like most forms of debt it gets more expensive with the passage of time.</li><li><strong>Demand for a modern user experience</strong> – Some internal users of older information systems are often productive and happy doing their job by pressing F2 twice, typing something, and then pressing Enter twice. External users and most internal users expect a modern experience.</li><li><strong>Not Designed for Flexibility</strong> – Legacy applications were not based on today’s service-oriented design patterns and other innately adaptive frameworks. Even when they can be adapted to modern requirements, changes to monolithic applications can require extensive and widespread testing.</li></ul><p><strong>Enterprise Architecture and the Business of IT&nbsp;</strong></p><p>Technology Portfolio Management and Technology Business Management are closely related to Enterprise Architecture. Some consider them a discipline within Enterprise Architecture. They provide IT management frameworks that implement a standard IT spending taxonomy and process-enablement catalog.</p><p>Having a standard way to categorize IT costs, technologies, resources, applications, and services enables organizations to disaggregate IT spending into smaller, consistent categories to provide the leadership team with a more accurate and detailed understanding of their organization’s IT costs. This disciplined and business-like approach to managing IT enables enterprise architects to identify duplicate spending and redundant capabilities to make better informed decisions regarding future investments.</p><p>Organizations seeking to reduce IT sprawl or to rationalize their portfolio can develop a roadmap to deal with overspending and redundancy. Fully redundant applications can be retired. Other applications can be designated for migration to more cost-effective implementations. Some applications can be left alone. Those with the greatest potential for business value can be targeted for further investment as savings are achieved in other areas.</p><p><strong>The Adaptive Enterprise Architecture Response&nbsp;</strong></p><p>The core purpose of Enterprise Architecture is to apply holistic technology concepts to the enablement of business processes in furtherance of the organization’s mission. An Adaptive Enterprise Architecture perspective requires that flexibility and adaptability, without security compromises, are highly valued criteria for enterprise Information Technology decision-making.</p><p>Further, holistic Enterprise Architecture thinking encompasses the people and processes that plan, deploy, and operate Information Technology. Those people responsible for the architecture require a fulsome appreciation of the relationships between business goals, operational processes, to make informed decisions about information management systems and technology foundations. An Adaptive Enterprise Architecture strategy prioritizes pragmatism and flexibility not just in reaction to changing business needs but in anticipation of them.</p><p><strong>Threats&nbsp;</strong></p><p>The increasing number and sophistication of bad actors means changes the question from “Will I be attacked?” to “When will I be attacked?”. Cyber Security defenses must be incorporated into your technology blueprint with holistic architectural thinking. Every building block must be imagined as an element of the attack surface visible to bad actors.</p><p>An inflexible IT architecture based on monolithic systems poses a variety of related security and compliance risks. Older systems may lack the robust security measures needed to withstand advanced threats, making them vulnerable to cyber threats and data breaches. An adaptivity-focused architecture, having by nature a more complex attack surface poses a different of problems. In all cases, a holistic architectural approach based on Zero Trust principles and technologies like software-defined networks, and advanced vulnerability detection, along with a security-aware organizational culture, create a robust cyber immune system.</p><p>A strong perimeter defense is no longer good enough. Unless your systems are completely disconnected from the outside world, a bad actor will eventually penetrate even the strongest barriers. A holistic architecture incorporating Zero-Trust principles prevents free movement within your environment once that bad actor penetrates the perimeter.</p><p>Organizations must ensure that their IT architecture can adapt and withstand evolving security challenges. Non-compliance with industry regulations can result in substantial financial penalties and reputational damage. Adaptive IT architecture, on the other hand, allows for timely updates and enhancements to address emerging security and compliance requirements, providing organizations with peace of mind and a competitive advantage.</p><p><strong>The Adaptive Enterprise Architecture Journey – An Approach</strong></p><ol><li><p><strong>Define Business Objectives:</strong> The organization must articulate a strategy and business objectives, growth targets, and customer-centric goals.</p><p>Align IT strategies with these objectives to ensure that technology investments are aligned with business priorities. Engage key stakeholders from both IT and business units to gain a comprehensive understanding of the organization\'s strategic direction. The Enterprise Architecture function guides the evolution of the IT ecosystem to achieve and maintain alignment with organizational goals.</p><p>Identify the key areas where adaptive architecture can drive value, such as improving customer experience, enhancing operational efficiency, reducing costs, or enabling new revenue streams. By aligning your IT strategy with your business goals, you can ensure that your adaptive architecture initiatives have a meaningful impact on your organization\'s success.</p></li><li><p><strong>Assess the Current IT Landscape:</strong> Every passionate Enterprise Architect would love an opportunity to start with a clean sheet of paper. They rarely get one. Instead, they begin by conducting a thorough assessment of the existing IT infrastructure, systems, and applications.</p><p>Identify the strengths and weaknesses of your current architecture, using established frameworks for assessing architectural health to identify areas that hinder flexibility, scalability, and integration as well as apparent redundancies and potential areas of overspending. This assessment will provide valuable insights into the specific challenges your organization faces and help define the goals and objectives of your adaptive architecture.</p></li><li><p><strong>Develop a Future State Vision:</strong> Every good plan begins with the end in mind. Choose a foundation. Although adaptivity is the goal discussed here, stability is essential for effective support of business operations. Some long-term decision-making is unavoidable. The ability to swap components, redesign integrations, and so on is not a reason to avoid making big decisions about the core infrastructure and foundational technologies.</p><p>Design a sound foundation that innately supports swappable and scalable components. You might want to paint the house a new color every Spring. You will probably need to update the furniture appliances from time to time or even change the layout of the interior spaces, but build the house on a solid, long-lasting foundation.</p></li><li><strong>Develop a Roadmap:</strong> Create a comprehensive roadmap that outlines the steps, milestones, and timelines for transitioning to an adaptive IT architecture.<ol type=\"a\"><li>Don’t change everything at once! Segment the journey into manageable phases, prioritizing areas of critical need or areas that can provide immediate value. Consider the dependencies and interdependencies between different systems and processes, in-flight and planned projects, costs, and value and plan for effective change management to ensure a smooth transition and minimal disruption to ongoing operations.</li><li>Don’t set the roadmap in stone. Adaptivity involves continuous change in response to forces that are often unforeseen. It’s true that every well-managed program needs a roadmap, but in a future, adaptive world, there will be fewer roadmaps and more dynamic routing.</li></ol></li><li><p><strong>Continuously Monitor, Evolve and Adapt:</strong> Establish a framework for monitoring and evaluating the effectiveness of adaptive IT architecture. Regularly review performance metrics, customer feedback, and industry trends to identify areas for improvement and adapt strategies accordingly. Embrace a culture of continuous improvement and be open to feedback and suggestions from employees and customers.</p><p>An adaptive IT architecture is not a one-time implementation but an ongoing process of evolution and iteration. Continuously evaluate the effectiveness of your architecture, gather feedback from users, and adapt as needed. Embrace an agile mindset that embraces change and allows for iterative improvements. Regularly assess the alignment of your IT architecture with business goals and adjust strategies accordingly.</p></li><li><strong>Collaborate with Technology Partners:</strong> Engage with technology partners and vendors who can provide expertise, solutions, and support for your adaptive IT architecture journey. Leverage their knowledge and experience to accelerate implementation.</li></ol><p><strong>Five Reasons to Pursue Adaptive Architecture</strong></p><ol><li><strong>Enhanced Scalability and Agility:</strong> In a rapidly changing business environment, scalability and agility are essential for organizations to respond quickly to market demands and seize new opportunities. Adaptive IT architecture provides the flexibility to scale resources up or down as needed, accommodating fluctuating workloads and business requirements. This scalability enables businesses to handle increased customer demands, seasonal peaks, or sudden growth without disruptions or resource constraints. Additionally, adaptive architecture allows for agile development and deployment of new applications and services, enabling businesses to stay ahead of the competition by rapidly delivering innovative solutions.</li><li><strong>Improved Integration and Interoperability:</strong> In today\'s interconnected business landscape, integration and interoperability are critical for seamless data exchange and collaboration across systems, departments, and external partners. An adaptive IT architecture facilitates smooth integration of disparate systems and applications, enabling efficient data flow and real-time information sharing. By breaking down silos and promoting interoperability, businesses can optimize their operations, streamline workflows, and enhance productivity. This integration also paves the way for future growth and expansion, as businesses can easily incorporate new technologies, platforms, and partnerships into their ecosystem.</li><li><strong>Cost Efficiency and Resource Optimization:</strong> While transitioning to adaptive IT architecture requires initial investments, it can result in long-term cost savings and resource optimization. Outdated systems often require extensive maintenance, support, and upgrades, leading to high operational costs. In contrast, adaptive architecture enables businesses to adopt a more modular and scalable approach, allowing them to optimize resource allocation and reduce unnecessary expenses. Cloud-based solutions, for example, eliminate the need for on-premises infrastructure, reducing hardware and maintenance costs. Additionally, an adaptive architecture allows businesses to leverage automation and self-service capabilities, freeing up IT resources for more strategic initiatives and reducing labor costs.</li><li><strong>Enhanced Business Continuity and Resilience:</strong> An adaptive IT architecture provides organizations with the necessary tools to enhance business continuity and resilience in the face of disruptions or unforeseen events. Traditional architectures with single points of failure or limited redundancy are susceptible to downtime and data loss. By leveraging cloud technologies, virtualization, and distributed systems, businesses can ensure data redundancy, implement robust disaster recovery strategies, and achieve high availability. This enables businesses to minimize downtime, protect critical data, and quickly recover from disruptions, safeguarding their operations and reputation.</li><li><strong>Compliance and Security:</strong> In an era where data privacy and security are paramount, an adaptive IT architecture offers significant advantages in terms of compliance and data protection. Regulations such as the General Data Protection Regulation (GDPR) and industry-specific requirements impose strict guidelines on how businesses handle and secure sensitive data. An adaptive architecture enables organizations to implement advanced security measures, such as encryption, access controls, and audit trails, to protect data throughout their lifecycle. Furthermore, the ability to quickly update and patch systems ensures that businesses stay compliant with evolving regulations and industry best practices.</li></ol><p><strong>Additional Considerations</strong></p><ol><li><strong>Emphasize User Experience:</strong> As technology evolves, so do user expectations. Prioritize user experience in your adaptive IT architecture by designing intuitive interfaces, seamless workflows, and personalized interactions. Incorporate user feedback and conduct usability tests to refine your systems and ensure they align with user needs and preferences.</li><li><strong>Leverage Automation and Intelligent Workflows:</strong> Automation plays a crucial role in adaptive IT architecture. Identify repetitive and manual processes that can be automated to streamline operations, reduce errors, and free up resources for more strategic tasks. Embrace intelligent workflows powered by AI and machine learning to enhance decision-making, optimize resource allocation, and improve efficiency.</li><li><strong>Implement Agile Development Methodologies:</strong> Agile methodologies, such as Scrum or Kanban, can greatly enhance the adaptability of your IT architecture. By breaking projects into smaller, manageable chunks, you can deliver incremental value and respond quickly to changing requirements. Regularly review and adapt your development processes to foster collaboration, transparency, and continuous improvement.</li><li><strong>Embrace DevOps Practices:</strong> DevOps is a set of practices that emphasize collaboration and integration between development and operations teams. By adopting DevOps principles, you can accelerate software delivery, increase deployment frequency, and improve overall system stability. Encourage cross-functional collaboration, automate testing and deployment processes, and foster a culture of shared responsibility and continuous improvement.</li><li><strong>Establish an Architecture Governance Framework:</strong> To ensure the effectiveness and sustainability of your adaptive IT architecture, establish a robust governance framework. Regularly review and update governance policies to adapt to changing circumstances and emerging technologies.</li></ol><p><strong>Conclusion</strong></p><p>By adopting an adaptive IT architecture, organizations can proactively respond to market dynamics, seize new opportunities, and deliver exceptional value to customers. Embrace change, embrace innovation, and embark on the journey to building an adaptive IT architecture that will position your business for long-term success in the digital age.</p><p>The journey towards adaptive IT architecture requires careful planning, effective management, and ongoing evaluation. It is not a one-time effort but a continuous process of optimization and adaptation. However, the rewards are substantial – increased operational efficiency, accelerated innovation, reduced costs, enhanced customer satisfaction, and sustainable business growth. Embrace the potential of an adaptive IT architecture and position your organization for success in the digital era.</p><p>In today\'s rapidly evolving business landscape, adaptive IT architecture is the key to unlocking business potential, driving innovation, and maintaining a competitive edge. By embracing flexibility, modularity, and agility, organizations can navigate the complexities of the digital age and capitalize on emerging opportunities.</p><p>Building an adaptive IT architecture requires a holistic mindset, organizational commitment, and a willingness to invest in technology, talent, and cultural transformation. By following best practices such as embracing cloud computing and other innately adaptive technologies, fostering a culture of innovation, prioritizing integration, swappable components, interoperability, and staying abreast of technological advancements, businesses can create a robust foundation for future growth and success.</p><p>The journey towards adaptive IT architecture is not merely a technical transformation but a cultural shift that embraces change, continuous learning, and collaboration. By aligning technology with business goals, managing risks, and fostering a culture of adaptability, businesses can position themselves as agile, resilient, and future-ready entities capable of thriving in the dynamic digital landscape. Embrace the power of an adaptive IT architecture and unleash your business\'s full potential.</p><p><strong>About The Author</strong></p><p><a href=\"https://www.linkedin.com/in/dougpicirillo/\">Douglas Picirillo</a> is a Senior Enterprise and Solutions Architect and IT Program Management Consultant. He specializes in Business Transformation and Value Creation enabled by Information Technology, IT transformation and cost reduction, Enterprise Systems Development, and IT Integration and Separation in Mergers and Acquisitions.</p><p>Mr. Picirillo has more than 30 years of IT experience in the public and non-profit sectors and numerous private sector industries, from SMBs to the Fortune 500. Doug’s paper, \"Artificial Intelligence in Mainstream Enterprise Applications\", was published in the peer-reviewed World Complexity Science Academy Journal (ISSN online: 2724-0606) in 2020.<a href=\"https://www.wcsaglobal.org/volume-1-issue-2-2020/artificial-intelligence-in-mainstream-enterprise-applications/\">https://lnkd.in/dgQEr8VE</a></p><p>To know more about how DivIHN Integration Inc. can help you in your journey for deploying robust \"Adaptive Enterprise Architecture\" please get in touch with him at Doug. <a href=\"mailto:doug.picirillo@divihn.com\">doug.picirillo@divihn.com</a></p>','','full_html'),('blog',0,82,637,'en',0,'<p>In my last post we examined the Risk Manager role we each play in our daily lives, as well as in our professional lives. Seems simple, doesn’t it?</p><p><strong>From the Moment we are Born, we are Confronted by Risks</strong></p><p><strong>We survive from Birth because someone is Managing Risks to Protect Us</strong></p><p>In business, we have audit departments and others who assess risks, and we engage in supporting risk assessments. One of the annual rights of passage for any business and information technology group is participating in the annual risk assessment process and the production of the Annual Risk Report. As cybersecurity professionals and business leaders we may even present the results of our risk assessment to the company’s Board of Directors Audit Committee. A significant amount of time, effort, thought, and angst goes into creating these reports and presentations. We even become experts at preparing and interpreting classic management consulting 9X or 3×3 frameworks to map risks against Impacts and Probability. You may even use more sophisticated frameworks. Each of our traditional risk assessment frameworks ask us to identify risks, determine the potential impact of an identified risk, and also to assess a risk’s potential to occur or probability of occurrence. Using these graphical frameworks, we then plot individual risk and or categories of risk into an assessment box which labels a risk as low, medium, or high.</p><p><img src=\"/sites/default/files/inline-images/Impact.png\" data-entity-uuid=\"9f6f273a-9266-404b-9ac0-508d337a99d3\" data-entity-type=\"file\" width=\"750\" height=\"595\"></p><p>Today, however, the infusion of information technology into every aspect of our business, the interconnectedness of our business operations with hyper-connected suppliers, distributors, customers, and layers of third and fourth parties, spanning the world, has massively increased the Business / Cyber Risks we face.</p><p><img src=\"/sites/default/files/inline-images/Systemic-Business-Cyber-Risk.png\" data-entity-uuid=\"f77c4e2f-3e83-4994-849c-189d2d445b11\" data-entity-type=\"file\" width=\"766\" height=\"529\"></p><p>I believe that the ways we have assessed Risks to our Business in the past are no longer adequate to address the complex nature of the web of risks we now face. Simple low, medium, and high-risk assessments no longer suffice to inform our business leaders and board members about the true nature of cyber driven risks.</p><p><strong>Systemic Digital Risk in Complex Digital Environments</strong></p><p>Systemic Risk is the threat that component failure in a complex system will cascade and jeopardize the much larger system. Systemic risk is inherent in all modern digital business environments. Systemic risk has become more prevalent as digital disruption and transformation advance throughout every aspect of business planning and operations, as well as in every aspect of society. The ability of organizations to create, capture and preserve value in rapidly changing digital economic systems makes understanding systemic digital risk a priority for all business leaders and boardroom members.</p><p>There are eight digital domains that work together across complex digital systems to produce and preserve business value.</p><ol><li>Data</li><li>Information architecture</li><li>Risk Communications</li><li>Emerging Technology</li><li>Cybersecurity</li><li>Third Parties</li><li>IT Operations</li><li>Regulations</li></ol><p>These eight domains enable complex digital businesses. They work in integrated relationships of people, processes, and digital systems to produce and preserve value. In traditional risk assessments we would identify risks within each of these domains, without necessarily fully appreciating the potential for individual domain risks to directly impact other domains.</p><p>Systemic Risk in complex digital businesses is primarily caused by five elements which impact these domains. These five key systemic risk causes are:</p><ol><li>Replaceability</li><li>Interconnectedness</li><li>Size</li><li>Complexity</li><li>Cross or X-Jurisdictional</li></ol><p>I believe it to be imperative for business oversight to understand and comprehend risk within each of the eight domains of complex digital businesses and their systems, in conjunction with the compounding nature of Systemic Risk generated by the five key elements of systemic dependencies between and among these domains.</p><p>Any of the five key elements of Systemic Risk has the potential to trigger cascading contagion risk throughout and across not just a single business, but across every connected business in today’s complex<em> customer-business-supplier value chains.</em></p><p>In my next post I will expand upon this introduction to Systemic Digital Risk and lay a foundation to deep dive into Cybersecurity Driven Risks and the five key elements of Systemic Risk.</p><p>Note: Source Material for this post- “Systemic Digital Risk: Understanding and Overseeing Complex Digital Environments With The DiRECTOR™ And RISCX™ Frameworks”, Digital Directors Network.</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, 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',0,83,638,'en',0,'<p>Last month, I introduced Systemic Digital Risk in Complex Digital Environments.</p><p><strong>Systemic Digital Risk in Complex Digital Environments</strong></p><p>I shared the view that Systemic Risk is the threat that component failure in a complex system will cascade and jeopardize the much larger system, and identified five elements of systemic risk that can significantly impact eight digital domains that work together across complex digital systems to produce and preserve business value. These lead us to new models for Integrated Risk Management … the DIRECTOR™ and RISCX™ frameworks (Source: “Systemic Digital Risk: <em>Understanding and Overseeing Complex Digital Environments with The DiRECTOR™ And RISCX™ Frameworks</em>”, Digital Directors Network. Used with permission).</p><p>The <em>DiRECTOR™</em> framework shows us eight key domains that enable complex digital systems. From a corporate director’s perspective these domains represent the key risk areas within a business’s digital system. The domains are co-dependent and influence / control how a digital business system functions and supports business value</p><img src=\"/sites/default/files/inline-images/Picture-1.png\" data-entity-uuid=\"3b0a1d33-b719-46ef-aab5-d25254e255af\" data-entity-type=\"file\" width=\"514\" height=\"493\"><p><strong>Data: Digital systems create, store, process, update, and use data</strong> to create knowledge, insight, and business process action.</p><p><strong>iArchitecture:</strong> Information architecture is the technical design spine of digital systems. Information architecture defines how information and digital systems interact within a business and between businesses.<strong> Information architecture enables all components of a digital system to interact </strong>– software, data, people, processes, networks, hardware.</p><p><strong>Risk Communication:</strong> Leadership communication concerning strategic and tactical assessment, forecasting, planning and engagement of business and digital risk with all stakeholders, internal and external are <strong>key to protecting business value.</strong></p><p>Emerging Technology: All emerging technologies possess the ability to enable, threaten or redefine existing business value drivers. As new technologies are engaged and applied anywhere across a business’s value chain, <strong>new complexities and risks emerge and must be accounted for.</strong></p><p><strong>Cybersecurity:</strong> Wherever there is business value, bad actors will attack to find the weakest links in a digital system and seek to take advantage for their own gain. This reality places constant strain on digital systems, creating significant value protection and preservation challenges from people to technology, internally and externally.</p><p><strong>Third-Party:</strong> No business is an island. Every modern business, small or large, operates within a value chain of digital system inter-connecting other parties – Customers, Suppliers, Own Business operations. Extended businesses, digital systems and value chains are constantly connected and in motion creating inter-dependencies which can compound <strong>cascading contagion risk</strong> across all digital systems.</p><p><strong>Operation of IT: </strong>Change is the one constant in digital systems and information technology. The ability of a business organization and its digital operations to effectively adapt to this dynamic is <strong>critical to the health, sustainability, and resiliency of a business’s digital system.</strong></p><p><strong>Regulation:</strong> Digital regulation is accelerating and expanding. Compliance is a boardroom staple and understanding how emerging regulations impact digital risk and security is required to shape responsible digital governance and policy formulation.</p><img src=\"/sites/default/files/inline-images/Picture-2.png\" data-entity-uuid=\"e550f7d2-e8f2-4c01-815f-8aeaf5dadf31\" data-entity-type=\"file\" width=\"487\" height=\"358\"><p>The <em>RISCX™ </em>framework presents for us five drivers of risk which are unique to today’s massively complex and interconnected digital system. Traditional risk management frameworks and assessment models often fail to consider and address these unique drivers of risk which have been seen to be the cause of <strong>systemic risk contagion </strong>on a massive scale.</p><p><strong>Replaceability: </strong>How rare, irreplaceable, and important is a component within a complex digital system? Critical hard to replace components create significant risk and brittleness in complex systems. The more dependent a digital system is on a component, and the harder it is to replace or bring back to operational use if it fails, the greater the level of risk to the larger system.</p><p><strong>Interconnectedness:</strong> Our digital systems and business processes have never been more interconnected than they are now. Complex digital systems are highly connected both internally and externally. The more interconnection points across a system, both inbound and outbound, the greater the risk that a failure can spread and cascade. <strong>This is the highest systemic risk trigger for contagion risk in the event of cybersecurity attacks, allowing failures to spread and cascade.</strong></p><p><strong>Size: </strong>Size impacts total exposure across complex digital systems. Size factors include size of the data universe enabled by a digital system; number of end-users; number of third and fourth parties; number of interconnect digital systems; number of business entities involved and providing digital systems in extended value chains; number of digital system providers contracted (both software licensed, SaaS and Cloud). Scale creates more points of vulnerability, adds to digital complexity, and contributes to increased digital systemic risk.</p><p><strong>Complexity:</strong> Complexity in any environment makes it more difficult to understand how an environment functions and how it can be controlled. Digital complexity develops from multiple areas. These include the number of component elements and heterogeneity within the system and its operations. As the complexity of a digital system increases, so does the systemic risk to the digital system.</p><p><strong>X-jurisdictional:</strong> The more regulatory environments a digital system is exposed to and must comply with, the more difficult it is to oversee and manage regulatory risk. Jurisdictions include regulatory bodies and other policy jurisdictions such as rules imposed by third parties.</p><p>In my next post I will discuss the integration of the<em> DiRECTOR™ </em>and the <em>RISCX™ </em>frameworks to provide a more comprehensive approach to assessing risk which I believe is needed to better appreciate and understand the unique systemic risks our business face in our complex digital world.</p><p>Note:</p><p>Source Material for this post- <em>“Systemic Digital Risk: Understanding and Overseeing Complex Digital Environments with The</em> <em>DiRECTOR™ </em>And<em> RISCX™</em> Frameworks”, Digital Directors Network.</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, 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',0,84,639,'en',0,'<p>My last blog posts have focused on introducing Systemic Digital Risk in Complex Digital Environments and exploring new frameworks with which to assess Risk in today’s business environments.</p><p><strong>Systemic Digital Risk in Complex Digital Environments</strong></p><p>I shared the view that <strong>Systemic Risk</strong> is the threat that component failure in a complex system will cascade and jeopardize the much larger system, and identified five elements of systemic risk that can significantly impact eight digital domains that work together across complex digital systems to produce and preserve business value. These lead us to new models for Integrated Risk Management … the DiRECTOR™ and RISCX™ frameworks (Source: <em>“Systemic Digital Risk: Understanding and Overseeing Complex Digital Environments with The DiRECTOR™ And RISCX™ Frameworks”</em>, Digital Directors Network. Used with permission).</p><p>As a quick start to the new year, let’s review the <em>DiRECTOR™</em> and the <em>RISCX™ </em>frameworks.</p><p>The <em>DiRECTOR™</em> framework shows us eight key domains that enable complex digital systems. From a corporate director’s perspective, these domains represent the key risk areas within a business’ digital system. The domains are co-dependent and influence/control how a digital business system functions and supports business value.</p><img src=\"/sites/default/files/inline-images/Picture-1%20%281%29.png\" data-entity-uuid=\"6156bae9-68f4-4eeb-a59e-960ec7b93339\" data-entity-type=\"file\" width=\"977\" height=\"495\"><p>The <strong>RISCX™</strong> framework presents for us five drivers of risk which are unique to today’s massively complex and interconnected digital system. Traditional risk management frameworks and assessment models often fail to consider and address these unique drivers of risk which have been seen to be the cause of system and systemic failure on a massive scale.</p><p>To fully understand, appreciate, and represent Systemic Digital Risk in the Complex Digital Environments with which we operate our businesses today calls for us to examine each of the five drivers of risk (<em>RISCX™ </em>framework) against each of the eight domains of complex digital systems (<em>DiRECTOR™</em> framework).</p><p><strong>Assess Complex Digital Systems for Systemic Risk Contagion Weakness</strong></p><p><img src=\"/sites/default/files/inline-images/Picture-1-1.png\" data-entity-uuid=\"f96f9591-cbc4-46b4-88ac-c91f674884ba\" data-entity-type=\"file\" width=\"506\" height=\"558\"></p><p>&nbsp;</p><p>Business value, the key digital domains that drive it, and the elements that can cause systemic risk combine as an integrated framework with which to fully view systemic risk in digital systems. By taking this approach to assessing risk we can reveal significant gaps in our understanding of component and systemic risk throughout our digital business systems. This is a risk model that can be applied at any level of an organization, including programs, projects, business units and enterprises. It is only when systemic risk in complex digital systems is understood, that it can be fully managed and mitigated.</p><p><img src=\"/sites/default/files/inline-images/Picture-1-2.png\" data-entity-uuid=\"6e9c1483-926f-4699-8849-44f86d93733f\" data-entity-type=\"file\" width=\"566\" height=\"502\"></p><p>This is an approach that reframes how executives and corporate directors comprehend complex systemic risk in digital business ecosystems. It is intended to provide a blueprint for how technology executives can communicate the complex issues they manage to the attention to their senior executive leadership and to the boardroom in a way that resonates with a senior executive’s and/or corporate director’s responsibilities and mindset.</p><p>Bringing these views together allows us to frame risk against business value, or rather, assessing risk to the business value of our organizations.</p><p>In my next series of posts, I will endeavor to explore with you the exploding Global Risk Ecosystem that threatens our businesses today and into the future, and to help you self-assess as you ask your organization the following question: <strong>Do you and your business have the ability to anticipate, prepare for, and adapt to changing conditions to withstand, respond to, and recover from a Cyber Business Disruption?</strong></p><p>Note: Source Material for this post- <em>“Systemic Digital Risk: Understanding and Overseeing Complex Digital Environments with The DiRECTOR™ And RISCX™ Frameworks”, </em>Digital Directors Network.</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, 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',0,85,640,'en',0,'<p>Last month I closed my post by saying that in my next series of posts, I will endeavor to explore with you the exploding Global Risk Ecosystem which threatens our businesses today and into the future, and to help you self-assess as you ask your organization the following question:</p><p><strong>Do you and your business have the ability to anticipate, prepare for, and adapt to changing conditions to withstand, respond to, and recover from a Cyber Business Disruption?</strong></p><p>I will begin this series of posts with a quote from a recent an Opinion article published in the Washington Post on February 14, 2024:</p><blockquote><p><strong>“At this moment, … the United States faces escalating threats posed by China, Russia, Iran, foreign cartels, sophisticated hackers, WMD proliferators, spies, terrorists and more …”.</strong> Gen. Paul M. Nakasone</p></blockquote><p>(Article:<em> I was head of the NSA. In a world of threats, this is my biggest worry.</em> By Paul M. Nakasone, February 14, 2024, published in the Washington Post. General Paul M. Nakasone was commander of the U.S Cyber Command, Director of the national Security Agency and chief of the Central Security Service until February 2nd, 2024.)</p><p>Gen. Nakasone goes on in his article to speak about what remains his biggest worry concerning these continuing and escalating threats. He worries that we <strong>“make ourselves blind to external threats”</strong> by not sharing and connecting the dots of knowledge and intelligence we have available to prevent and block attacks. He continues to share his views on how we need to continue to work across and with all aspects of government, technology companies, businesses and suppliers to businesses and government whose services are increasingly being exploited by terrorists and other bad actors.</p><p><strong>Your business is under attack every day!</strong></p><p>Gen. Nakasone goes on in his article to speak very specifically about the various challenges and aspects of sharing risk and intelligence information across U.S. Intelligence Agencies. His perspectives remind me of the challenges of engaging in risk and threat dialogs within a business as a security officer. You are acutely aware of risks and threats to your business.<strong> Yet in the crush of business as usual you may not or do not have the attention of your leadership peers</strong> concerning the knowledge and intelligence you possess concerning the risk and threats your business faces.</p><p>It has been my experience that my greatest challenge has always been keeping the attention of my peers focused on the things that would harm our business. I am not speaking about the mundane operational tasks and activities of cybersecurity. I am speaking about the real risks <strong>–High Impact High Probability risks, </strong>the <strong>multiplicative effects of Low Impact High Probability risks,</strong> and actual unfolding attacks.</p><p>Why is this such a challenge? We are bombarded with bad news from all corners of online and traditional news and media every day. With most of the online news being sensationalized for clicks, it is hard for our peers to avoid being influenced into not knowing what to pay attention to or not to pay attention to. So why should they pay attention to you?</p><p>Let’s use an example:</p><p><strong>February 07, 2024: Cybersecurity &amp; Infrastructure Security Agency Advisory PRC State-Sponsored Actors Compromise and Maintain Persistent Access to U.S. Critical Infrastructure Alert Code: AA24-038A</strong></p><p>The U.S. authoring agencies have confirmed that Volt Typhoon has compromised the IT environments of multiple critical infrastructure organizations—primarily in <a style=\"padding:0;\" href=\"https://www.cisa.gov/topics/critical-infrastructure-security-and-resilience/critical-infrastructure-sectors/communications-sector\">Communications</a>,<a style=\"padding:0;\" href=\"https://www.cisa.gov/topics/critical-infrastructure-security-and-resilience/critical-infrastructure-sectors/energy-sector\">Energy</a>,<a style=\"padding:0;\" href=\"https://www.cisa.gov/topics/critical-infrastructure-security-and-resilience/critical-infrastructure-sectors/transportation-systems-sector\">Transportation Systems</a>,and <a style=\"padding:0;\" href=\"https://www.cisa.gov/topics/critical-infrastructure-security-and-resilience/critical-infrastructure-sectors/water-and-wastewater-sector\">Water and Wastewater Systems Sectors</a>— in the continental and non-continental United States and its territories, including Guam. Volt Typhoon’s choice of targets and pattern of behavior is not consistent with traditional cyber espionage or intelligence gathering operations, and the U.S. authoring agencies assess with high confidence that Volt Typhoon actors are pre-positioning themselves on IT networks to enable lateral movement to OT assets to disrupt functions. The U.S. authoring agencies are concerned about the potential for these actors to use their network access for disruptive effects in the event of potential geopolitical tensions and/or military conflicts.</p><p>This is not fake news! This is real. The implications of this are staggering. China / Volt Typhoon is already pre-positioned inside these critical infrastructure Complex Digital Systems! This is not about defending against an attack. The attack has already happened. You may look at the list of critical infrastructure sectors above and say to yourself that you are not in those business sectors. Rest assured, though, that you will be dramatically impacted by any attack in any of these sectors.</p><p>I pray that the organizations penetrated and impacted are taking all appropriate actions to deal with this.</p><p>Now to make my closing point today. This amazing CISA Alert was in the major news feeds for one day. It was reported and reposted by many on Linked-In for a second day. I have seen no other posts after that, no continuing dialog, no follow up news articles. <strong>Creeping Normality strikes again.</strong> We have become so used to hearing about cybersecurity threats, breaches, data loss, etc., that the importance of such risk and threat intelligence is glossed over. This example forces me to ask this question: <strong>Has any senior leadership executive in your organization reached out to ask you about this (CISA Advisory Alert Code: AA24-038A)?</strong></p><p><strong>or</strong></p><p><strong>Have you reached out to any senior leadership executive in your organization to advise them about the ramification of this (CISA Advisory Alert Code: AA24-038A) to your organization?</strong></p><p>I am not in any way suggesting that you need to take any specific action at or within your business because of this CISA Advisory Alert. Only you would know if you should be communicating with your senior leadership about this. In the words of Gen. Nakasone, if you should be in dialog with your senior leadership about this cybersecurity intelligence <em>“failure to do so would be a self-inflicted wound of the highest order.”</em></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, 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',0,86,641,'en',0,'<p>I am going to begin this blog post with a provocative statement:</p><p>From a security perspective, the public internet is the weakest cybersecurity component of your business operations. <strong>It is literally the superhighway runway from which Cybersecurity attacks are launched.</strong></p><p>Now that I have your attention, let me return to my primary question for you last month:</p><p><strong>Do you and your business have the ability to anticipate, prepare for, and adapt to changing conditions to withstand, respond to, and recover from a Cyber Business Disruption?</strong></p><p>We often think of business disruptions as specific to our own company, firm, or organization. We seldom include risk assessments for the world at large. This has perplexed me for years. The reason this has perplexed me is our dependence upon the Internet as the backbone of our business operations. No local, regional, or global business operates today without relying upon the ubiquitous digital communication connectivity of the Internet.</p><p>Let me update and add to this post my question concerning your ability to withstand, respond to, and recover from a Cyber Business Disruption to:</p><p><strong>Do you and your business have the ability to anticipate, prepare for, and adapt to changing conditions to withstand, respond to, and recover from any disruption to your access or use of the Internet?</strong></p><p><strong>or more bluntly&nbsp;</strong></p><p><strong>Can you conduct business operations without the Internet?</strong></p><p>I have been acutely aware of the risks of operating commercial business operations with a reliance on the use of the public Internet since the 1990’s. It is pervasively risky! As Kevin Roose recently wrote in his NYTimes article <em>“Did One Guy Just Stop a Huge Cyberattack?</em></p><p><em>The internet, as anyone who works deep in its trenches will tell you, is not a smooth, well-oiled machine.</em></p><p><em>The internet, as anyone who works deep in its trenches will tell you, is not a smooth, well-oiled machine. It’s a messy patchwork that has been assembled over decades and is held together with the digital equivalent of Scotch tape and bubble gum. Much of it relies on open-source software that is thanklessly maintained by a small army of volunteer programmers who fix the bugs, patch the holes, and ensure the whole rickety contraption, which is responsible for trillions of dollars in global G.D.P., keeps chugging along.</em></p><p>In this article, Kevin Roose goes on to describe the nature of the Internet and World Wide Web and how it is a globally distributed network comprising many voluntarily interconnected autonomous networks. There is no central governing body. There is no central maintenance organization. Each component network sets and enforces its own policies without coordination with the whole. Yes, the Internet Engineering Task Force (IETF) oversees the Internet protocols, and the Internet Society that oversees the IETF, and the Internet Consortium for Assigned Names and Numbers (ICANN) controls the DNS hierarchy and the allocation of Internet Protocol (IP) addresses. Yes, the larger Internet Service Providers (ISPs) own and provide the largest parts of the Internet infrastructure, but … there are thousands of ISPs around the world (Note: IBIS World research indicates that there are 27,978 Global ISP businesses as of 2024), and the IETF / Internet Society and ICANN do not manage the physical manifestation of the Internet. The Internet backbone is physically owned by the various commercial, educational, government and military entities around the world who implement their networks and interconnections. <strong>The Internet is the most complex of digital environments, representing the highest level of systemic digital risk which your business organization faces every day.</strong></p><p>From a security perspective, the public Internet and your digital communication connections to it are the weakest cybersecurity component of your business operations.<strong> It is literally the superhighway runway from which Cybersecurity attacks are launched.</strong></p><p>This is why the foundations of Cybersecurity, and your awareness and specific knowledge of your organization’s Cyber Insecurity is so important. The Yang of the Internet is that it enables global digital commerce. The Yin of the Internet is that it enables and facilitates cybersecurity attacks.</p><p>Closing question for today:</p><p><strong>When you brief your senior Executive Leadership Team and Boad of Directors about Cybersecurity Risk, do you highlight that the Internet and your digital connections to it are the weakest cybersecurity component of your business operations?</strong></p><p>&nbsp;</p><p>In my upcoming posts I hope to share perspectives on the importance of protecting your Internet Connection Perimeter, Enterprise Critical Event Response as an Enterprise Process, and SEC Cybersecurity Incident Materiality determination and reporting.</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, 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',0,87,642,'en',0,'<p>The U.S. Cybersecurity and Infrastructure Security Agency defines “Secure by Design” to mean that technology products are built in a way that reasonably protects against malicious cyber actors successfully gaining access to devices, data, and connected infrastructure.</p><p>This is a very concise statement, with a focus on the design of technology-based systems. In the real and practical world we live in, focusing only on the security design aspects of complex digital systems or the components that complex digital systems are made of will ensure that your digital business world will be insecure.&nbsp;</p><p><strong>Security focusing only on Design aspects of Complex Systems will ensure Cyber Insecurity</strong></p><p>My personal views about Security by Design are well known by those who have worked with me or have been my clients throughout my career. Our 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 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 the 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><strong>Focusing only on the secure design of technology products is not enough to secure our Businesses by Design&nbsp;</strong></p><p>Securing our Business by Design requires hyper-attentiveness to the security of the complex digital systems environment of Technology, Data, Processes, and People.</p><p><img src=\"/sites/default/files/inline-images/Joe-Info.png\" data-entity-uuid=\"c51d7cb7-99e8-480c-b760-10e21822533e\" data-entity-type=\"file\" width=\"382\" height=\"374\"></p><p>By the very nature of how complex digital systems work, Security by Design requires that all aspects of security design and operations work in concert continually. 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.</p><p><strong>Security by Design</strong></p><ul><li>Technology / Data</li><li>Technology / Process</li><li>Technology / People</li><li>People / Process</li><li>People / Data</li><li>Data / Process</li></ul><p>&nbsp;</p><p>The February 2024 “cyberattack” triggered a shutdown of Change Health Care’s electronic medical claims processing systems, leaving doctors and other providers of medical care (pharmacies, rehabilitation facilities, etc.) without the ability to obtain insurance approval for patient services, and thus not receive payment for medical services, was a <em>failure of the People / Process / Technology aspects of Security by Design.</em> It has been reported that an absence of multi-factor authentication reportedly left a remote access application exposed. The actual bad actor access has been confirmed to have occurred using compromised user credentials via the remote access application. But I ask, is this the true or root failure in this incident?</p><p><strong>Is the lack of two-factor authentication the root cause of the Change in Health Care Cyber Attack?</strong></p><p>From my perspective, the root cause of this cybersecurity failure is found in the Process / People domain of Security by Design. This is a classic failure of people not utilizing audit/controls processes and/or using the appropriate process but not paying attention to the audit/controls information the process identified. Indeed, Change Health Care is a relatively recent acquisition of OPTUM, which is a subsidiary of United Health Care. Prior audits have reportedly highlighted the lack of two-factor authentication at Change Health Care, but this information, it seems, was not acted upon. This was highlighted by Andrew Witty, CEO of United Health Group, who testified at a U.S. Senate Finance Committee hearing examining cyber-attacks on health care and the Change Healthcare attack on May 01, 2024. The cyber-attack has become the costliest in U.S. history. Healthcare Financial Management Association, the auditor for financial analysis of the losses, so far is reporting an expected $6.87 billion in total losses from this breach (including equity loss, legal fees, regulatory fines, class action claims, PR expenses, notification costs, and other expenses). <strong>$6.87 Billion in Losses + nearly 1/3 of all Americans impacted!</strong></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, 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',0,88,643,'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\"><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',0,89,644,'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',0,90,645,'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'),('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'),('unique_template_pages',0,93,273,'en',0,'<p>Opportunities in the areas of Information Technology,&nbsp;<br>Life Sciences, Engineering, and more with our Enterprise,&nbsp;<br>mid-market and government clients.&nbsp;</p><p><a class=\"primary-btn contactUsBtn\" href=\"/careers/consultant-careers/open-jobs\" aria-label=\"View our Open Jobs\" tabindex=\"0\" role=\"link\" data-content=\"View our Open Jobs\" target=\"_blank\">View our Open Jobs</a></p>','','full_html'),('unique_template_pages',0,95,275,'en',0,'<p>At DivIHN, we believe meaningful work empowers,<br>meaningful lives. Join our passionate team of individuals<br>devoted to transforming lives and making a positive impact.</p><p><a class=\"primary-btn contactUsBtn\" href=\"/careers/internal-careers/open-positions\" aria-label=\"View our Open Positions\" tabindex=\"0\" role=\"link\" data-content=\"View our Open Positions\" target=\"_blank\">View our Open Positions</a></p>','','full_html'),('client_success',0,96,573,'en',0,'<p>Our client, a leading independent producer of high-quality, specialty hydrocarbon products, agreed to sell a 50,000 barrel per day refinery, associated delivery terminals, and related assets to an unaffiliated energy company for $435 million.</p>','','basic_html'),('client_success',0,97,574,'en',0,'<p>DivIHN\'s solution fostered innovation in addition to objectively quantifying project priorities. This helped the CISO improve Service Levels while managing expectations of user/business communities.</p>','','basic_html'),('client_success',0,98,652,'en',0,'<p>Our customer is a large County Government on the west coast of USA. The Cybersecurity Architecture work was carried out in the context of the overall review of the Technology Assets of the county.</p>','','basic_html'),('client_success',0,99,576,'en',0,'<p>Our customer is a $ 18 B Multinational entity manufacturing Heating, Ventilating, and Air-conditioning systems. The clients needed to protect against third party risk and streamline a comprehensive program to protect against these risks.</p>','','basic_html'),('client_success',0,100,649,'en',0,'<p>Our customer is a $11B Healthcare Manufacturer with Medical Devices, Nutrition and Renal solutions. &nbsp;With more than 7,000 suppliers across the global they had significant exposure their suppliers’ cybersecurity weaknesses.</p>','','basic_html'),('client_success',0,101,578,'en',0,'<p>A multi-concept home improvement franchise system with four consumer brands and more than 1,000 locations in the United States and Canada</p>','','basic_html'),('client_success',0,102,579,'en',0,'<p>A multi-concept home improvement franchise system with four consumer brands and more than 1,000 locations in the United States and Canada</p>','','basic_html'),('client_success',0,103,580,'en',0,'<p>Our customer is a $10.5B Financial Services organization with services lines that include checking and savings accounts, personal loans, home equity loans, student loans and credit cards. While the organization already had a reputable presence in the American market, they had recently embarked on an initiative to expand into the APAC market.</p>','','basic_html'),('client_success',0,104,581,'en',0,'<p>Our customer is a $10.5B Fortune 500 Healthcare company with a focus in the areas of BioScience and Medical Devices. In business for over 85 years, the company is directly responsible for products, technologies and therapies available in more than 100 countries across the world. DivIHN has served as a preferred supplier-partner to this organization since 2014.</p>','','basic_html'),('client_success',0,105,648,'en',0,'<p>Our customer is a healthcare services organization that develops and delivers “point-of-care” technology to improve care coordination, compliance, and physician-patient interactions. Founded in 2006, the organization has doubled each year in its scale of technology implementation at outpatient healthcare facilities, business partnerships with global life sciences and medical device companies, product innovation and team growth. The organization’s point-of-care technology platform impacts 500M patient visits annually.</p>','','basic_html'),('client_success',0,106,583,'en',0,'<p>A multi-concept home improvement franchise system with four consumer brands and more than 1,000 locations in the United States and Canada</p>','','basic_html'),('client_success',0,107,584,'en',0,'<p>A heavy equipment manufacturer had a need to assess security in applications as they developed services to collect real-time data from devices and enhance predictive maintenance capability.</p>','','basic_html'),('client_success',0,108,585,'en',0,'<p>A medical device manufacturer needed expertise to improve security controls associated with their medical devices and data management applications. This included understanding regulatory applicability and the impact on security controls.</p>','','basic_html'),('client_success',0,109,586,'en',0,'<p>A technology company specializing in wireless communications, with revenues of about $1.5 billion, sought growth within its industry through vertical acquisitions of entire operating companies.</p>','','basic_html'),('client_success',0,110,651,'en',0,'<p>An advertising organization grew through acquisition of several companies. The business entailed collecting and processing personal information from citizens in the U.S. and E.U. Regulations such as GDPR and the lack of visibility to cyber risk was a serious concern for their board.</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',0,112,650,'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',0,113,590,'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 growth.</p><p><a href=\"/perspectives/overview\">Read more</a></p>','','basic_html'),('services',0,117,704,'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',0,118,429,'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',0,119,428,'en',0,'<p>We maximize value through streamlined and automated Operations<br>and Management support, ensuring High System Availability.</p>','','basic_html'),('services',0,120,658,'en',0,'<p>In a rapidly shifting Talent Market, we help you achieve<br>enduring success by placing the Right people in the Right roles.</p>','','basic_html'),('specialization_pages',0,121,439,'en',0,'<p>We create Holistic Solutions for our clients<br>using Applied Enterprise Architecture principles.</p>','','basic_html'),('specialization_pages',0,122,440,'en',0,'<p>In an increasingly data-driven future, we guide you<br>on the path to data enlightenment, leveraging<br>Advanced Analytics, AI, and Machine Learning.</p>','','basic_html'),('specialization_pages',0,123,441,'en',0,'<p>We develop innovative solutions to unleash the full power of the Salesforce platform for your business.</p>','','basic_html'),('specialization_pages',0,124,442,'en',0,'<p>We enhance modern workplace and collaboration</p><p><br>with the Microsoft Technology Stack. Microsoft provides the technology,<br>and we provide the know-how, creating unparalleled value.</p>','','basic_html'),('specialization_pages',0,125,443,'en',0,'<p>Our expertise spans Cyber-People, Cyber-Processes,Cyber-Technologies, and Cyber Governance. We help you specialize andexcel in your business while staying secure.</p>','','basic_html'),('specialization_pages',0,126,444,'en',0,'<p>Streamline workflows, automate processes, and drive innovation effortlessly.<br>With ServiceNow, transform your business for a smarter, seamless future.</p>','','basic_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'),('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'),('jobs',0,133,677,'en',0,'<p>Sample</p>','','basic_html');
