If you think the biggest cybersecurity threat most businesses face is credit card theft and the most important part of the solution is better prevention technology, think again.
Cyberattacks are in the news. All kinds of organizations — ranging from Target Corp., Yahoo Inc., Sony Pictures Entertainment, and Bangladesh Bank to the Democratic National Committee in the United States — have fallen victim to them in recent years. To gain a better understanding of cybersecurity threats — and what executives should do to better protect their companies — MIT Sloan Management Review sought out cybersecurity expert Stuart E. Madnick.
Madnick has been studying computer security for a long time. He coauthored his first book on the subject in 1979 and today is the director of MIT’s Interdisciplinary Consortium for Improving Critical Infrastructure Cybersecurity (IC)³, a consortium that brings together academic researchers, companies, and government experts. Madnick, who is the John Norris Maguire (1960) Professor of Information Technologies in the MIT Sloan School of Management and a professor of engineering systems at the MIT School of Engineering, spoke about trends in cybersecurity recently with MIT Sloan Management Review editorial director Martha E. Mangelsdorf. What follows is an edited and condensed version of their conversation.
MIT SLOAN MANAGEMENT REVIEW: Why did the MIT cybersecurity consortium you lead choose to focus on the nation’s critical infrastructure?
Diese Geschichte stammt aus der Winter 2017-Ausgabe von MIT Sloan Management Review.
Starten Sie Ihre 7-tägige kostenlose Testversion von Magzter GOLD, um auf Tausende kuratierte Premium-Storys sowie über 8.000 Zeitschriften und Zeitungen zuzugreifen.
Bereits Abonnent ? Anmelden
Diese Geschichte stammt aus der Winter 2017-Ausgabe von MIT Sloan Management Review.
Starten Sie Ihre 7-tägige kostenlose Testversion von Magzter GOLD, um auf Tausende kuratierte Premium-Storys sowie über 8.000 Zeitschriften und Zeitungen zuzugreifen.
Bereits Abonnent? Anmelden
Avoiding Harm in Technology Innovation
To capitalize on emerging technologies while mitigating unanticipated consequences, innovation managers need to establish a systematic review process.
Make a Stronger Business Case for Sustainability
When greener products and processes add costs, managers can shift other levers to maintain profitability.
How to Turn Professional Services Into Products
Product-based business models can help services firms achieve greater scale and profitability. But the transformation can be challenging.
Do You Really Need a Chief AI Officer?
The right answer depends on the strategic importance and maturity of AI in your company.
Where To Next? Opportunity on the Edge
Doing business in regions considered less stable or developed can pay off for companies. But they must invest in working with local communities.
Make Smarter Investments in Resilient Supply Chains
Many companies invest in resilience only after a disruption. Applying the concept of real options can help decision makers fortify supply chain capabilities no matter the crisis.
The Three Traps That Stymie Reinvention
Organizational identity, architecture, and collaboration can be either assets or liabilities to pursuing growth in new sectors.
What Makes Companies Do the Right Thing?
Vaccine makers varied widely in their engagement with global public health efforts to broaden access to COVID-19 immunizations. Ethically motivated leadership was a dominant factor.
Build the Right C-Suite Team for Your Strategy
CEOs can foster a more effective leadership team by understanding when to tap senior executives' competitive instincts and when to encourage collaboration.
A Better Way to Unlock Innovation and Drive Change
A strengths-based approach to building teams can win employee commitment to change and foster an inclusive, agile culture.
