Cyber Autonomy Toolbox – Project Management Digital Transformation

doi: 10.32565/aarms.2021.2.ksz.7

Abstract

There was a time when military technology reinforced and provided added value and expertise to business and government organisations. There are a number of technologies, specific military applications and solutions such as the Internet, GPS or sunglasses, and methodologies like strategic planning and negotiation systems that were developed in the past within military domains and later evaluated and implemented, which brought increases in speed and added business value. There are now many diverse digital transformation projects being implemented in several business domains – ranging from small and medium businesses like an Italian family restaurant to the global oil and gas companies such as Shell or British Petroleum or even executive branches of the European Union/European Commission. All these organisations use different technologies to optimise processes, innovate faster, collaborate efficiently and deliver more value with less effort. Economic defence – like never before – means national security. For that reason, Cyber Security initiatives associated with digital transformations include a “testing mode” period, along with Cyber Autonomy functions that aim to support business critical infrastructures. Different methodologies are in place to optimise for the new data-driven economy and support digital transformation. It is the responsibility of the business to adopt best practices and techniques to reinforce national security and offer effective tool support for effective Cyber Autonomy with digital transformation projects.

Keywords:

project management cyber autonomy information security reputation defence reputation management computer security critical infrastructures risk management process

How to Cite

Leroy, I. (2022) “Cyber Autonomy Toolbox – Project Management Digital Transformation”, AARMS – Academic and Applied Research in Military and Public Management Science. Budapest, 20(Special Edition), pp. 95–110. doi: 10.32565/aarms.2021.2.ksz.7.

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