Cyber strategy & ransomware posture
A board-level decision on ransomware payment, crisis communication tone, and the maximum tolerable downtime for each business-critical service.
A focused readiness check for organisations preparing for the inevitability of a cyber incident. Assesses strategy, planning, operational reaction capability, and communication — the four dimensions that determine whether an incident is contained or becomes a crisis.
The five points auditors and supervisors actually verify first.
A board-level decision on ransomware payment, crisis communication tone, and the maximum tolerable downtime for each business-critical service.
A documented IR plan with named roles, escalation paths, and at least one tabletop or simulation exercise per year — tested with the actual people who would respond.
Logging and monitoring sufficient to establish a timeline; pre-agreed containment playbooks; a tested recovery procedure for the top 3 business-critical services.
Pre-drafted notification templates, an up-to-date contact list for regulators, customers, and partners, and a designated spokesperson for media.
A retainer with a forensic / DFIR provider, a legal counsel briefed on cyber incident handling, and a cyber insurance broker on speed-dial.
4 topics · 25 self-assessment questions.
A documented cyber incident strategy defines how the organisation prepares for, decides on, and learns from cyber incidents. Without an explicit strategy — covering ransomware payment posture, transparency commitments, and executive accountability — operational response is improvised under pressure.
Planning operationalises strategy. It establishes a written incident response plan, named roles, contact lists, asset inventories, and rehearsal cadence — so that when an incident occurs, the response is structured rather than reactive.
Reaction covers the operational capability to detect, contain, eradicate, and recover from a cyber incident. This includes monitoring, logging, forensic readiness, recovery procedures, and the technical decision-making capacity required during the first 24–72 hours.
Communication during and after an incident shapes regulatory exposure, reputational damage, and stakeholder trust. This domain covers internal coordination, customer notification, regulatory reporting timelines, media handling, and transparent post-incident reporting.
Tabletop exercises at least annually; full simulations every 18–24 months. After every real incident or near-miss, a hot wash and plan update within 30 days.
No. Insurers increasingly require evidence of readiness (MFA, EDR, backups, IR plan, exercises) as a precondition for a policy. Without readiness, premiums rise sharply or coverage is denied.
Yes. The decision to pay or refuse is fundamentally a business and ethical decision, not a technical one. It belongs in a board-approved policy, not an incident-night phone call.
Logging insufficient to establish a timeline. Without 90 days of meaningful logs from endpoints, identity providers, and network gateways, forensic investigation is severely constrained.
A named incident response leader — typically the CISO or CIO — supported by a cross-functional team covering IT, legal, communications, and senior leadership. Single-person ownership fails under load.
NIS2 mandates 24-hour early warning and 72-hour incident notification. Without practised incident readiness, those timelines are nearly impossible to meet — readiness is the operational foundation of NIS2 compliance.
25 questions · ~~12 min · Scorecard based on your answers. No sign-up to begin.