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Cybertax Managing the Risks and Results

Cybertax Managing the Risks and Results

Cybersecurity risk is a top-of-the-house issue for all organizations. Cybertax—Managing the Risks and Results is a must read for every current or aspiring executive seeking the best way to manage and mitigate cybersecurity risk. It examines cybersecurity as a tax on the organization and charts the best ways leadership can be cybertax efficient. Viewing cybersecurity through the cybertax lens provides an effective way for non–cybersecurity experts in leadership to manage and govern cybersecurity in their organizations The book outlines questions and leadership techniques to gain the relevant information to manage cybersecurity threats and risk. The book enables executives to: Understand cybersecurity risk from a business perspective Understand cybersecurity risk as a tax (cybertax) Understand the cybersecurity threat landscape Drive business-driven questions and metrics for managing cybersecurity risk Understand the Seven C’s for managing cybersecurity risk Governing the cybersecurity function is as important as governing finance sales human resources and other key leadership responsibilities Executive leadership needs to manage cybersecurity risk like they manage other critical risks such as sales finances resources and competition. This book puts managing cybersecurity risk on an even plane with these other significant risks that demand leaderships’ attention. The authors strive to demystify cybersecurity to bridge the chasm from the top-of-the-house to the cybersecurity function. This book delivers actionable advice and metrics to measure and evaluate cybersecurity effectiveness across your organization. | Cybertax Managing the Risks and Results

GBP 14.99
1

Practical Guide to IT Problem Management

Practical Guide to IT Problem Management

Some IT organisations seem to expend all their energy firefighting – dealing with incidents as they arise and fixing or patching over the breakage. In organisations like this restarting computers is seen as a standard method to resolve many issues. Perhaps the best way to identify whether an organisation understands problem management is to ask what they do after they have restarted the computer. If restarting the computer fixes the issue it is very tempting to say that the incident is over and the job is done. Problem management recognises that things do not improve if such an approach is taken. Such organisations are essentially spending their time running to stay in the same place. Written to help IT organisations move forward Practical Guide to IT Problem Management presents a combination of methodologies including understanding timelines and failure modes drill down 5 whys and divide and conquer. The book also presents an exploration of complexity theory and how automation can assist in the desire to shift left both the complexity of the problem and who can resolve it. The book emphasises that establishing the root cause of a problem is not the end of the process as the resolution options need to be evaluated and then prioritised alongside other improvements. It also explores the role of problem boards and checklists as well as the relationship between problem management and Lean thinking. This practical guide provides both a framework for tackling problems and a toolbox from which to select the right methodology once the type of problem being faced has been identified. In addition to reactive methods it presents proactive activities designed to reduce the incidence of problems or to reduce their impact and complexity should they arise. Solving problems is often a combination of common sense and methodologies which may either be learnt the hard way or may be taught. This practical guide shows how to use problem solving tools and to understand how and when to apply them while upskilling IT staff and improving IT problem solving processes.

GBP 14.99
1