Book Image

Building a Cyber Resilient Business

By : Dr. Magda Lilia Chelly, Shamane Tan, Hai Tran
Book Image

Building a Cyber Resilient Business

By: Dr. Magda Lilia Chelly, Shamane Tan, Hai Tran

Overview of this book

With cyberattacks on the rise, it has become essential for C-suite executives and board members to step up and collectively recognize cyber risk as a top priority business risk. However, non-cyber executives find it challenging to understand their role in increasing the business’s cyber resilience due to its complex nature and the lack of a clear return on investment. This book demystifies the perception that cybersecurity is a technical problem, drawing parallels between the key responsibilities of the C-suite roles to line up with the mission of the Chief Information Security Officer (CISO). The book equips you with all you need to know about cyber risks to run the business effectively. Each chapter provides a holistic overview of the dynamic priorities of the C-suite (from the CFO to the CIO, COO, CRO, and so on), and unpacks how cybersecurity must be embedded in every business function. The book also contains self-assessment questions, which are a helpful tool in evaluating any major cybersecurity initiatives and/or investment required. With this book, you’ll have a deeper appreciation of the various ways all executives can contribute to the organization’s cyber program, in close collaboration with the CISO and the security team, and achieve a cyber-resilient, profitable, and sustainable business.
Table of Contents (14 chapters)

Boards and mergers and acquisitions

Cyber risk considerations for mergers and acquisitions are increasingly important. In fact, investing in a company with low cyber maturity might result in massive financial losses and incorrect valuations, and eventually lead to reputational damage in the event of a cyberattack or data breach.

At various stages of a merger and acquisition (M&A), various risks exist—from information leakage prior to public disclosure, from the risk of insider threats, from disgruntled employees stealing valuable intellectual property fearing changes and dismissal, from the unadjusted risk as two organizations merge, potentially resulting in contagion between the two entities or conflicting approaches being exploited. The timing of M&A transactions is always a delicate balance between speed and risk—the need to consummate the transaction quickly before values rise and to exploit new business opportunities (to unlock value), and the danger...