"There must now be a paradigm shift in the approach to cybersecurity. Enterprise leaders need to think in terms of assuring the integrity and resilience of the interconnected business and social processes that sit on top of an increasingly complex technology environment – rather than cybersecurity being simply an issue of protecting systems and networks."

World Economic Forum

This foundational session explores the systemic issues impacting leaders and enterprises and how resilience fits into the modern business world. It explores the concept of resilience, the shift from cybersecurity to cyber resilience and why it is so important for cyber leaders to manage the transition. Importantly, it explores and provides a framework of leadership that executives can use to lead their organisation’s evolution in partnership with their C-Suite and the Board.

"Uber, the world’s largest taxi company, owns no vehicles. Facebook, the world’s most popular media owner, creates no content. Alibaba, the most valuable retailer, has no inventory. And Airbnb, the world’s largest accommodation provider, owns no real estate. Something interesting is happening.”

Tom Goodwin, Tech Crunch

Led by Professor Simon Learmount, this module is a specially designed business school case study for the Navigator programme. Focusing on Uber, it explores the strategic, disruptive forces that enabled it to become one of the world’s most well-known companies. However, it also has had organisational and management challenges along the way, which has at times led towards major governance and culture issues, including its former CISO, Joe Sullivan, being prosecuted by US authorities.

"The golden age of globalisation that we experienced in the last 30 years since the end of the Cold War has ended clearly, and we are entering a new era, a new era that will be marked by greater geopolitical contestation."

Lawrence Wong, Deputy Prime Minister of Singapore

The ability to access and understand strategic macro trends and their impact on the threat and risk landscape, including their applicability to their enterprise, is an increasingly core requirement for the modern cyber resilience leader. Alongside a former high-profile five-eyes intelligence chief, this session focuses on elevating an understanding of the larger strategic trends and political developments and how this impacts an organisation's resilience.

“Culture eats strategy for breakfast."

Peter Drucker, Practices of Management, 1954

What is corporate governance, and why does it matter? Effective governance, especially a business' Chairman and Board members, play a vital role in the effective management and stewardship of an entire enterprise. They are a critical stakeholder for any cyber leader. But how does effective governance work, and how can it help an executive with objectives such as driving organisational and cultural change alongside effective cyber risk management? 

"We will bankrupt ourselves in the vain search for absolute security."

Dwight D. Eisenhower, 34th President of the United States, 1961

Managing cyber risk within organisations is a major leadership challenge. The costs for enterprises are increasing. Building and maintaining cybersecurity capability is expensive, and the return on investment often is uncertain. Calibrating investment to the dynamic nature of the changing cyber threat and risk landscape is challenging. This session focuses on cyber leaders’ need for a deep understanding of the key issues in their cybersecurity strategy but also the need to be able to align it to the business’ wider corporate governance and enterprise risk management practices and capabilities.

"Then, in 72 words, I laid out the strategy, which was essentially to be the conduit of capital between those who have it and those who need it. That’s our job. Then we took a poll, and the result was that 98 percent understood and agreed with the strategy. Clarity of message is key."

James Gorman, CEO of Morgan Stanley, 2019

Can you summarise your company’s strategy in 35 words or less? If so, would your colleagues put it the same way? Very few executives can honestly answer these simple questions in the affirmative. The companies that those executives work for are often the most successful in their industry. This session is dedicated to the art of not only understanding what strategy is, and what is required to craft strategy successfully but also communicating it effectively. A must for modern cyber leaders.

"The true measure of leadership is influence. Nothing more. Nothing less."

John C. Maxwell, The 21 Irrefutable Laws of Leadership, 1998

Leadership, innovation and change are all about influence. Power resides in multiple places within an organisation.  To succeed, cyber leaders must market their ideas and convince stakeholders within these power structures. The capacity to influence without executive authority is a critical skill. This is especially pertinent when engaging with senior executives who are required for resilience efforts but often perceive cyber as a complex domain associated with specialised threats, risks and vulnerabilities.

“Thinking is easy, acting is difficult, and to put one's thoughts into action is the most difficult thing in the world."

Johann Wolfgang von Goethe

The final session of the Navigator is the culminating session that seeks to consolidate all of the knowledge and skills gained throughout the program. It provides a final toolkit that can empower cyber executives to implement their learning within their respective companies. This session serves as a platform for participants to share their strategic thinking, leadership abilities, and newfound expertise and how as a cohort, they can continue their journey as a community of peers.