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Many security leaders struggle with communicating cyber risk in business and operational terms that matter to C-suite executives and boards of directors. This miscommunication is one of the biggest hurdles faced by many security leaders.
Security leaders need a way to translate cyber risk into terms that business executives can understand. When both security and business can understand each other, risk mitigation becomes the main focus and everyone works toward the same goal – protecting the business from harm. Security Leadership will know which risks matter most, threat teams will know where to focus their attention, and Security Operation Centers (SOC) will know how to prioritize their response. The Rosetta Stone that enables security leaders to communicate cyber risk is what we call the Risk-Threat-Response Paradigm.
At ThreatConnect, the Risk-Threat-Response Paradigm is the union between Cyber Risk Quantification (CRQ), a Threat Intelligence Platform (TIP), and a Security Orchestration and Automation (SOAR) Platform.
What is the Risk-Threat-Response Paradigm?
Bringing these three capabilities — risk quantification, threat intelligence, and orchestration and automation — together achieve a result that’s already proving essential to the future of security: it enables organizations to understand what financial risks current real-world cyber threats pose for the business, and provides them with a unified, efficient and streamlined means of responding to the risks that are most important to your business.
The Four Core Tenets of the Risk-Threat-Response Paradigm:
- Reduce complexity for business leaders and security operations teams alike.
- Make decision-making easy by turning intelligence into action.
- Continually reduce risk and strengthen defenses – within a set of internal feedback loops that work toward continuous improvement.
- Unify processes and technologies.
Risk-Threat-Response is based on breaking down silos and removing barriers between traditionally distinct disciplines within the business and security operations, between threat and response, and between real-world risks and operational action. It breaks down the obstacles that stand in the way of communicating cyber risk to business leaders and boards of directors.