Try GOLD - Free
What Executives Get Wrong About Cybersecurity
MIT Sloan Management Review
|Winter 2017
If you think the biggest cybersecurity threat most businesses face is credit card theft and the most important part of the solution is better prevention technology, think again.
Cyberattacks are in the news. All kinds of organizations — ranging from Target Corp., Yahoo Inc., Sony Pictures Entertainment, and Bangladesh Bank to the Democratic National Committee in the United States — have fallen victim to them in recent years. To gain a better understanding of cybersecurity threats — and what executives should do to better protect their companies — MIT Sloan Management Review sought out cybersecurity expert Stuart E. Madnick.
Madnick has been studying computer security for a long time. He coauthored his first book on the subject in 1979 and today is the director of MIT’s Interdisciplinary Consortium for Improving Critical Infrastructure Cybersecurity (IC)³, a consortium that brings together academic researchers, companies, and government experts. Madnick, who is the John Norris Maguire (1960) Professor of Information Technologies in the MIT Sloan School of Management and a professor of engineering systems at the MIT School of Engineering, spoke about trends in cybersecurity recently with MIT Sloan Management Review editorial director Martha E. Mangelsdorf. What follows is an edited and condensed version of their conversation.
MIT SLOAN MANAGEMENT REVIEW: Why did the MIT cybersecurity consortium you lead choose to focus on the nation’s critical infrastructure?
This story is from the Winter 2017 edition of MIT Sloan Management Review.
Subscribe to Magzter GOLD to access thousands of curated premium stories, and 10,000+ magazines and newspapers.
Already a subscriber? Sign In
MORE STORIES FROM MIT Sloan Management Review
MIT Sloan Management Review
Assess What Is Certain in a Sea of Unknowns
Understanding what won't change clarifies what might — and strengthens decision-making in volatile times.
13 mins
winter 2026
MIT Sloan Management Review
Ask Sanyin: Why Is It So Hard to Pull the Plug on a Project?
We're finding it difficult to wind down projects that no longer serve our priorities.
2 mins
winter 2026
MIT Sloan Management Review
Integrate Sustainability and Innovation to Find New Opportunities
Five common innovation practices can help leaders pursue sustainability as a growth strategy.
12 mins
winter 2026
MIT Sloan Management Review
The Case for Quiet Corporate Activism
Leaders concerned that they will be penalized for championing sustainability and diversity can still sustain their commitments.
11 mins
winter 2026
MIT Sloan Management Review
The Perils of Algorithmic Pricing
Some revenue management systems based on algorithms may lead to unintended collusion and antitrust violations.
9 mins
winter 2026
MIT Sloan Management Review
Broadening Future Perspectives at the Bank of England
Leaders at the U.K’s central bank sought to broaden their thinking about future risks and opportunities. Here’s how they built longer-term horizon-scanning capabilities and what they learned along the way.
9 mins
winter 2026
MIT Sloan Management Review
How Nesting Changes Platform Strategy
Should your platform host another platform — or be hosted by one? Here's how to think through the choices.
14 mins
winter 2026
MIT Sloan Management Review
Are You an Authentic Leader or an Authentic Jerk?
Leaders who are true to their values can inspire trust and respect, but not if \"being yourself\" becomes the problem.
13 mins
winter 2026
MIT Sloan Management Review
How to Make Scenario Planning Stick
Developing future scenarios can deepen leaders’ strategic insights. Establishing scenario planning as an ongoing capability and reaping its full benefits require linking it to other processes.
16 mins
winter 2026
MIT Sloan Management Review
A Faster Way to Build Future Scenarios
This streamlined approach to scenario planning incorporates AI and helps managers navigate future uncertainties more efficiently.
13 mins
winter 2026
Translate
Change font size
