Strategy: A Business and Cybersecurity Intertwined Necessity

Introduction

It is vital that the United States of America’s organizations, whether commercial, tax-exempt under section 501(c)(3) of the Internal Revenue Code, private, or government, have sound strategy practices wrapped in cybersecurity and law necessary and crucial to nationwide protection, governance, trustworthiness, and the economy. Strategy is not an event but buds from strategic planning, an ongoing progression of applying available information to inscribe an organization’s envisioned objective (Cote, 2020). All types of business organizations should be responsible for using a sound strategy to enact a vision keen to generate worth in today’s cyber-threatened ubiquitous environment. The data shows organizational leaders do not spend enough time planning and reviewing strategies. According to Weisz and Vassolo (2022), approximately two-thirds of all executives state that a robust strategy is not the output of their planning process. The realization rate of strategy accomplishment is exceptionally minimal, with a 50% average (Kraaijenbrink, 2019). The rudimentary element of a sound strategy is the perception of the manner to generate worth, and the worth generation is limited in occurrence during preparation gatherings. In other words, business strategy must involve blueprinting, ground-working, and applying plans (Wall Street Mojo Editorial Team, 2022). Also, organizations are implementing security actions, processes, and dealings measures, particularly information technology (IT), nevertheless failing to collect the organizational operations details (Colicchia et al., 2019). Organizational leaders must paradigm shift to understanding and then apply their energies from completing duties to strategizing, directing, and organizing their direct reports (Lofgren, 2021). This mental shift includes grasping the terms productivity and success inside the perspective of the leadership role to strategize. In other words, the failure to transition tasks tends to lessen leaders’ energies on strategic functions (Lofgren, 2021). The Center for Management & Organization Effectiveness (2022) states that leaders should vow to use 15 minutes per day or one hour per week on strategic functions. The time must be scheduled and used for its intended purpose. The content of this article examines evolving leadership with well-informed judgment relating to generating sound strategy within the realm of cybersecurity strengthening methods in this COVID-19 pandemic epoch with its perplexities. Clutching the influence and meaning of sound strategy comprises a mammoth web of essential objectives that should persist and sustain worth and growth for quarterly, semi-annual, and annual reports. From the 1990s to 2022, the applied strategy seems to be missing from the intertwinement of business acumen, the COVID-19 pandemic epoch, and the cybersecurity age.