We can find ourselves hostage to a person in IT who alone holds access to key programs and data. How do you prevent such a vulnerability, and what do you do if it’s too late? Here are three practical plans to work through.

Good AI policies are easy to get your hands on and modify. Good adoption of those policies is a different matter. It's not in the policy, it's in the presentation.

Generative AI has already proven to be beneficial; and it has already shown signs of concern. Your job is to ensure it is implemented and developed responsibly. What are your peers doing that you can't overlook?

Boards don’t want to get caught in a crisis, let alone one in which they were warned but caught unprepared. Boards need to challenge the paradigms by which they think of security, increase their knowledge of security as a business strategy, and respond with concerted management, strengthened posture and preparation.

Decisions are never meant to be made in a void, and information alone isn’t education. Wisdom is the pool in which information and context swim together. Very few board members have technology experience. Less than 10% have technology subcommittees from which to draw. What is a board to do?

Cyber-crime costs to the world will double in a six year period ending in 2021. More reports of attacks give rise to a gnawing sense of inevitability. As leaders in the fight, there is only one strategy that safeguards our companies. Inevitability must promote “Response-ability.”

It’s difficult to know the answer in the changing landscape of digital transformation and the roles of C-Suite Executives. The CIO is now being seen more as the right hand to the CEO. But does that mean everything the CIO contends for is worth the investment?