EXAMPLE SCENARIOWe need a clearer view of our cyber risks.
A growing business uses several digital services, while responsibility for security is shared across management, internal staff and external providers. Everyone has concerns, but there is no agreed order of priorities.
A practical starting point: Begin by identifying critical activities, important information and the systems supporting them. Review relevant responsibilities and safeguards, then discuss the risks in terms of business impact.
Possible outputs
- A scoped risk assessment
- A prioritized list of improvement options
- Agreed ownership for next steps
EXAMPLE SCENARIOOur processes are struggling to keep up.
As more people join the business, informal handoffs lead to repeated questions, duplicated effort and uncertainty about who approves decisions.
A practical starting point: Map a selected process with the people involved. Identify unclear handoffs and decision points, then consider improvements that fit the business and its resources.
Possible outputs
- A view of the current workflow
- Clearer roles and decision points
- A practical process improvement plan
EXAMPLE SCENARIOWe are considering a new digital platform.
A business is exploring a new platform to bring scattered work into one place. Different stakeholders have different expectations, and the transition effort is still unclear.
A practical starting point: Define the business problem and essential requirements before reviewing options. Consider data, integrations, responsibilities, user adoption and transition dependencies together.
Possible outputs
- An agreed set of business requirements
- A structured discussion of options and tradeoffs
- A phased change roadmap
EXAMPLE SCENARIOWe have backups. Are we ready to recover?
Technical backups exist, but the business has not agreed which activities should return first or how staff would work while important systems are unavailable.
A practical starting point: Connect the technical recovery arrangements with business priorities. Review decision ownership, supplier dependencies and communication needs, then walk through an agreed disruption scenario.
Possible outputs
- Documented recovery priorities
- A continuity and recovery action plan
- Exercise findings and assigned follow-up actions
