Anomali Sr. Director of Cyber Intelligence Strategy A.J. Nash recently penned a column for United States Cybersecurity Magazine about how changing security challenges call for new skillsets and leadership professionals, who can help to develop ad run new programs that keep pace with modern adversaries. In “Rise of the Chief Intelligence Officer (CINO),” A.J. makes a case for why this position is needed and what such a leader’s skill set and experience should include. It is republished here in its entirety and with full permission.
In response to growing threats in cyberspace, private sector organizations began creating Intelligence programs nearly a decade ago, usually referred to as Cyber Threat Intelligence (CTI). In theory, the private sector was attempting to replicate what the government has successfully done for generations: gain informational advantage to prevent enemy victories and mitigate damage from enemy successes. While most large enterprises today have some sort of a CTI program, the majority are using the word “intelligence” without the tradecraft, standards, or processes to support the label. “Intelligence” in the private sector is still primarily tactical and technical cybersecurity led by people with backgrounds to match. Best practices for collection, production, and dissemination of intelligence are rarely known by those charged with the responsibilities of an intelligence organization. Moreover, only a handful of companies have integrated intelligence into enterprise-wide processes for optimization of outputs that meet documented organizational goals and objectives. Instead of being intelligence-driven security practices, much of the private sector remains underinvested and underprepared. Worse yet, most organizations with CTI programs, even effective ones, restrict their own ability to capitalize on the time and money invested in CTI because their vision for Intelligence is limited to the Security Operations Center (SOC).
The root cause for these challenges is a fundament ..
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