This book will help you learn the importance of organizations treating enterprise cyber risk management (ECRM) as a value creator, a business enabler, and a mechanism to create a competitive advantage. Organizations began to see the real value of information and information technology in the mid-1980s. Forty years later, it’s time to leverage your ECRM program and cybersecurity strategy in the same way. The main topics covered include the case for action with specific coverage on the topic of cybersecurity as a value creator, including how the courts, legislators, and regulators are raising the bar for C-suite executives and board members. The book covers how the board’s three primary responsibilities (talent management, strategy, and risk management) intersect with their ECRM responsibilities.ECRM was once solely focused on managing the downside of risk by defending the organization from adversarial, accidental, structural, and environmental threat sources. Author BobChaput presents the view that we must focus equally on managing the upside of cyber strengths to increase customer trust and brand loyalty, improving social responsibility, driving revenue growth, lowering the cost of capital, attracting higher quality investments, creating competitive advantage, attracting and retaining talent, and facilitating M&A work. He focuses on the C-suite and board role in the first part and provides guidance on their roles and responsibilities, the most important decision about ECRM they must facilitate, and how to think differently about ECRM funding. You will learn how to the pivot from cost-center thinking to value-center thinking.Having built the case for action, in the second part, the book details the steps that organizations must take to develop and document their ECRM program and cybersecurity strategy. The book first covers how ECRM must be integrated into business strategy. The remainder of that part presents a sample table of contents for an ECRM Program and...