Imagine a critical service becoming unavailable while di security team investigate suspicious activity. Di cause nuh clear yet. Operations waan continuity, security waan containment an leadership need an explanation. Di difficult part a already undaway: decide weh fi do before certainty arrive.
Rehearse di decision rights
Who can approve isolating a critical system? Who can accept di operational consequences? A who tek ova if dat deh person deh deh? Dem kweschan ya belong inna preparation, wen time deh fi resolve competing expectations.
An exercise shuda bring tugeda di people dem weh own dem decisions deh. A purely technical simulation can be valuable, but it naa go by itself establish how a leadership team authorize a disruptive business action.
Test di information flow
Early information often is incomplete an subject to revision. A good briefing distinguishes observed facts, working hypotheses an di questions dem weh dem a investigate. Dis help leaders act widout treating a provisional explanation as a confirmed conclusion.
Durin an exercise, ask participants fi produce di briefing dem woulda actually use. Notice weh yuh miss: business impact, confidence, decision deadlines, options or di identity a di person responsible fi di next update.
Include di ordinary dependencies
Di most dramatic scenario a nuh always di most useful one. An unavailable contact list, access to a recovery system or a dependency pan a supplier can become decisive wen di usual tools dem nuh available.
Work chruu dem deh details deh. Di right people can reach each other? Dem can access di information dem need? Yuh andastan external responsibilities? An exercise earn its value wen it identify a change weh can be mek.
Observe widout turn it into a performance
Participants shuda be able fi explain uncertainty, ask fi help an challenge an assumption. An exercise design only fi confirm seh di plan work mek it harder fi discover weh it nuh work.
Record di decisions, di information weh deh deh at di time an di points weh responsibility did become unclear. Di purpose is fi improve di system a response, including di way people collaborate.
Close di loop afta di exercise
Di final discussion shuda produce a short, owned set a improvements. Updating a contact list, clarifying an approval, changing an escalation threshold or practicing a handover may be more useful dan producing anodda long document.
Agree how di changes dem ago check. Di neks exercise can revisit di same decision anda different constraints, showing weda di organization improve it readiness radda dan simply repeated di meeting.
Preparation mek a shared way fi decide wen di facts dem still a come.
A perspective fram di Cabinet
The Cybersecurity Cabinet