The Cyber Defense eMagazine February Edition for 2024

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Three Rules of Crisis Management: Lessons from the War in Israel Crises and challenges are a staple of the technology and cybersecurity industries. While we do our best to plan for growth, setbacks, and business resilience, some crises can’t be anticipated. By Merav Bahat, CEO and Co-Founder, Dazz After thousands of Hamas terrorists breached an internationally recognized border on October 7, 2023, murdering more than 1,300 Israelis and kidnapping hundreds of others, Israel found itself at war. Within days, upwards of 300,000 Israelis were summoned to miluim, or reserve duty, the equivalent of five million Americans being asked to leave their jobs and their families and rush to defend their country. This meant that businesses, from large corporations to small shops, now had to grapple with employee trauma, severe resource shortages, and a wartime economic reality that, according to some estimates, could cost Israel as much as $50 billion in total. Crises and challenges are a staple of the technology and cybersecurity industries. As leaders, we do our best to plan for growth, setbacks, and business resilience. However, no one had anticipated a crisis of this severity. The situation was daunting for organizations of all sizes, especially for the start-up community that thrives on being agile and using limited resources wisely. Cyber Defense eMagazine – February 2024 Edition 124 Copyright © 2024, Cyber Defense Magazine. All rights reserved worldwide.
As I reflect back on the past few months and understand that the situation is still ongoing, I’d like to share a few insights that I’ve learned about crisis management, which have implications beyond Israel and the current war. It’s all about priorities In ordinary times, prioritizing projects and resources is a somewhat leisurely task. Each division and each person knows what they ought to focus on, and though managers must still make decisions it’s usually rather obvious which task should be performed, by whom, and in what order. Not so in a crisis. As soon as war broke out, one of my co-founders, a senior officer in the Israeli army’s cybersecurity unit, was drafted immediately. Approximately 45 percent of our engineering team members were also called in to serve. I realized that we were not going to have as many people as we needed to keep business running the same way it had before. Immediately, we prioritized the urgent short-term goals that were critical to supporting our customers. This was an obvious decision, but we soon learned, a few days in, that unless we adjusted our priorities once again, we’d remain in a cycle of underproduction, addressing nothing but the most pressing needs and losing our competitive edge for the future. For example, we needed to stabilize R&D. To help with less complex integration work, we onboarded a high-quality external development team, while the remaining core team could focus on more strategic demands. The result was reassuring: we were quickly back to capacity, even at a time of crisis. Be a Visible Leader When a crisis strikes, there is no greater priority than making sure your team sees you, can talk to you, and gain reassurance from you. At the start of the war, we located and connected with every employee in Israel to check on them and their families. Their safety and well-being were our top priority. I encouraged employees to work at home, while still having an active office for employees who wanted the normalcy of being at work around fellow employees. For remote workers, we kept an open Zoom meeting to facilitate collaborative work and foster team inclusion and communication. We had a dedicated WhatsApp channel for Israeli employees to be able to request help day or night. I held virtual coffee breaks and company all hands to keep everyone informed and connected. I reached out to customers and was overwhelmed by their compassion and support. Visible leadership goes beyond the role of the CEO. Right after the war broke out, our co-founder and CTO, Tomer Schwartz, stepped in to lead R&D. He asked questions, deputized a host of employees who weren’t in service, and empowered them to follow his lead and run projects and teams outside of their normal roles. He made himself visible and available to customers, prospects, and employees all around the world. It didn’t matter what time it was or day it was. He and the team could be counted on to show Cyber Defense eMagazine – February 2024 Edition 125 Copyright © 2024, Cyber Defense Magazine. All rights reserved worldwide.
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Data Breach Search Engines --------
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@MILIEFSKY From the Publisher… De
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Welcome to CDM’s February 2024 Is
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Cyber Defense eMagazine - February
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2001 2024 Cyber Defense eMagazine -
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About the Author Caroline McCaffery
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How so? Businesses can make things
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Using Cmmc 2.0 To Transform Your Cy
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for the Department of Energy’s Cy
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5 Cybersecurity Resolutions for The
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The Importance of Cyber Hygiene for
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The key steps to improve your cyber
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Connecting Tech to Black America By
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Establish partnerships with HBCUs E
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Crafting AI’s Future: Decoding th
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The implementation of regulations c
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AI Is Revolutionizing Phishing for
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That’s why security awareness tra
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culmination of this race will revea
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Traditionally, DBSEs would only inf
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Enhancing Cybersecurity Defenses: T
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Social engineering testing In the e
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GitGuardian Researchers Find Thousa
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*Emergent trends While everything f
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Page 91 and 92: Navigating the API Security Landsca
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Page 97 and 98: Offensive Awakening: The 2024 Shift
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