Security is a business conversation before it is a technical one. This book is built on statistics, real cases and hard numbers — what attacks cost, who carries the liability, and where your industry is actually exposed — and it ends with step-by-step recommendations for protecting your company.
As in the previous volumes, everything is built around a systems approach, avoiding the classic mistake of buying technology and waiting for a miracle. You will see how information security depends on processes, competencies, internal communication, lean and project management — and what each role in your company, from the CEO to an ordinary employee, needs to know.
Inside the Book
1. The Business Case: What Insecurity Actually Costs
Security starts as a money conversation, not a technical one. This part opens with the real cost of incidents and who carries the liability when one happens, then lays out where the threat landscape is heading. Attacks used to work like the shark you only had to outswim by one person; now the shark is aiming at you specifically — and that changes the whole calculation.
2. Where the Risk Sits: Your Industry and Your Technology
A breakdown of what is actually happening in government organizations, industry and energy, and finance — the attacks each sector sees and what they cost. Then the same view from the technology side: what cloud services, mobile applications, artificial intelligence and blockchain each open up, so you know which of your digital initiatives carries which exposure.
3. How Companies Are Actually Attacked
The attack walked through step by step: breaching the network perimeter, escalating to maximum privileges, reaching the key systems, and finally executing the event you could not afford. Plus where security products are heading, and how a proper security investigation is run after the fact — including the retrospective kind that finds the breach that already happened and nobody noticed.
4. Security as Part of the Management System
The core of the book: security cannot be solved with technical tools alone. It begins with strategy and organizational structure — who owns the function, who they report to, how it connects to business processes. From there: communicating change and training staff so the rules are actually followed, running security work through project and product management, and applying the theory of constraints, lean and regular management practices to a security function. The same systems approach as Volume 2, pointed at a new target.
5. The Technology and Security Stack
What to build on: AI and big data, cloud, IoT/IIoT and 5G, digital twins, machine vision, RPA, data lakes and warehouses — and the IT systems behind them. Then the classes of security solutions available for building actual protection, so you can tell what you need from what you are merely being sold.
6. Social Engineering, Unacceptable Events and Industry Risk
The practical part. The techniques attackers use on your people, who falls for them and why, and the countermeasures that work. Then a step-by-step algorithm for identifying the unacceptable events for your organization — the outcomes you cannot allow under any circumstances — ranked by damage, with top management in the room. Followed by typical risks mapped across nine sectors: government, industry, finance, retail, IT, healthcare, transport and logistics, energy, telecom.
7. Who Needs to Know What — and the Roadmap
The requirements laid out role by role: the CISO, the owner and CEO, each tier of middle management including those in the risk zone, informal opinion leaders, specialists on digital projects, and ordinary employees. Then vulnerability management as a working instruction, and finally the roadmap: preparation, transformation, and locking security in as a permanent function rather than a one-off project.