Great Decision

“Great Decision”

There is no doubt that quick decision-making is a crucial ability for general cyber management and crisis management. The fast-paced and complicated cyber events touching almost any layer of an organization, business, or individual demand quick and qualitative decision-making. Delayed decisions can delay the solution to the problem in the least critical case and, in the worst case, cause significant, sometimes even irrecoverable, damage and losses.

So, let's start with the simpler ones. Choosing accountable and responsible cyber management persons in your organization should be based on many parameters and qualities. Still, they must be tested for quick decision-making abilities, personality, and analysis of possible levels of aboulomania or decision fatigue.

After choosing your proper cyber management team, the accountable and responsible, let us talk about the next challenge – a quick and qualitative decision – “Great Decision.”

Quickness and qualitative are conflicting requirements. Great decisions are based on deep knowledge of the influential arguments and environment, many different viewpoints, and understanding the short-term and long-term values and consequences, experience, and formal processes. Great Decisions are timely!

Those are the three elements to bridge the conflict in cyber management and fulfill the musts for quick and qualitative decisions.

1) Know yourself - Supports understanding short- and long-term values and consequences.

a. Deep understanding of the business, business strategy, policies, processes,
technologies, and external entities.

b. Dynamic and continuously updated cyber risk, maturity, and readiness, including
innovative aspects such as geopolitics, enriched sources, weak signals, cyber
by-design models and procedures, and more.

2) Cyber organization - Provides the decision maker/s with different viewpoints

a. Defined cyber influential entities, internal and external, as part of the cyber organization.

b. A-team cyber squad - Highly professional, deeply familiar with internal and external
processes, systems, and touchpoints. Involved in cyber planning and activities.

c. Turn the employees not only cyber aware but cyber knowledgeable too. Partners!

d. Map of the formal and the practical key persons.

3) Training & Drilling - Supports improvement of experience and formal processes

a. Provide training and practice tailored to each influential entity in cyber and your
organizations.

b. Share in the activity the external bodies such as suppliers, regulators, advertising
agencies, etc.

c. Train and practice your and the other decision makers' abilities to make Great Decisions
even in difficult and complicated situations.

“The percentage of mistakes in quick decisions is no more significant than in long-drawn-out vacillations, and the effect of decisiveness itself makes things go and creates confidence.”

Anne O'Hare McCormick