Disjointed Decision-making + Cybercrime Researchers + Stockpiling Kindling
Profiles in Preparedness #10
When an individual makes a decision, the process can be swift. They notice something that demands attention, weigh their options, make a choice, and put it into action—often in mere moments.
For individuals, the decision-making process is self-contained, unfolding entirely within one person’s mind. While it might require an explanation to other people later, the execution is immediate and straightforward.
Organizations, however, operate differently. The person who identifies a hazard or opportunity is rarely the one who decides what to do about it—and those responsible for acting on that decision are often another group entirely.
This division and disjointedness slows down critical decision-making, consuming the precious moments organizations have to act before a crisis escalates. It also narrows the window for proactive measures that could shape the outcome
Forward-thinking organizations recognize this challenge and are adapting. Some focus on quantifying and accelerating their decision-making processes, while others empower frontline teams to act independently, bypassing delays altogether.
Both approaches enable organizations to move at the speed today’s environment demands. The key is acknowledging the problem and addressing it head-on. That is how you get left of bang.
Disaster Preparedness Projects
After losing a major contract this week, I have the bandwidth and availability for new projects. Here are three ways I could help you in the next quarter:
Program Assessments & Left of Bang Roadmaps. I’ve worked with numerous organizations helping them determine “where they are” in their disaster readiness, where they want to be, and ways to bridge that gap.
Planning. Understanding how an organization wants to operate is the foundation of a disaster response capability. I’ve supported public and private sector organizations in developing actionable and adaptable pre-incident plans.
Exercises & Simulations. A plan doesn't become a true capability until it has been tested. I’ve led tabletop exercises, drills, and immersive role-player-led simulations with organizations looking to validate their readiness for an uncertain future.
If you'd like to talk through any projects you have coming up, send me an email: patrick@cp-journal.com.
A Few Things I Read This Week That Are Worth Sharing
Article | He Investigates the Internet’s Most Vicious Hackers—From a Secret Location. This Wall Street Journal profile on Brian Krebs is both fascinating and sobering. As a former reporter turned cybersecurity investigator, Krebs exposes the web’s most dangerous hackers while enduring intense personal threats as a result. Krebs’s story is a reminder of the varied paths to a secure future and the courage it takes to shine a light on dark corners of the internet. From his meticulous investigations to the personal risks he faces—swatting, drugs sent to his home, even Godfather-style threats—this profile underscores the complex challenges and unsung heroes of security.
Article | How Many Sparks? This short article from Seth Godin explores the concept of "kindling"—the small actions that build readiness for meaningful change when a spark occurs. As public safety professionals, this article challenges us to consider two paths: how unchecked frustrations can escalate into crises or how intentional preparation and connection can create resilience. Stockpiling kindling is a form of getting left of bang.
Article | There Are Four Ways to Compete as a Security Platform. This article, while geared toward cybersecurity providers, has broader implications for business owners and organizational leaders alike. The piece outlines four distinct ways security platforms compete, offering insights into how businesses position themselves and how buyers can evaluate what matters most. With the private sector playing an increasing role in public safety and disaster management (a trend I envision continuing as demands on the profession continue to increase), understanding how companies differentiate themselves can help you think strategically—whether you’re selling services or deciding what makes a vendor truly stand out.