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Short Workshop | Max. 12 Participants
2 hours
Workshop Outcomes
- Clarity on where the Board’s role starts and stops in a cyber crisis: oversight, not operations
- Confidence making the decisions reserved to the Board, where values, risk appetite and reputation meet
- Ability to oversee management’s response by asking the right questions and making sure they are answered
- A considered approach to stakeholder pressure from funders, major clients, members, media and regulators
- Confidence that the Board’s decisions and records demonstrate care and diligence when scrutinised months later
- Five decisions your Board can make now, before a crisis tests them
Topics Covered
- The Board’s role when the pressure is on: governing through uncertainty without getting in management’s way
- The decision reserved to the Board: management’s options and recommendation, and the values behind the call
- When stakeholders wobble: funding bodies, major clients, members and the media
- Month three: regulators, insurers, legal claims and commissioning an independent review
- The record: minutes, legal privilege and demonstrating care and diligence
- Preparing now: ransom position, delegations, escalation thresholds, out-of-band communication and who speaks for the organisation
Location
- Willing to work remote
- Willing to work interstate
- Willing to work internationally
How can this workshop be delivered?
- Face to face
Overview
In a cyber crisis, management runs the response. The Board’s role is different: oversee, make the few decisions reserved to it and answer for how the organisation handled it, often months later.
This practical workshop picks up where the executive team leaves off. Working through a realistic scenario delivered as Board papers, directors take a values-based decision at a special Board meeting, then navigate the pressure that follows: funding bodies and major clients, media, regulators, insurers and the post-incident review.
A fine-tuning conversation selects one of four contemporary scenarios: ransomware and data extortion, third-party compromise, material technology outage or deepfake impersonation of a senior leader.
After the session, you receive observations note with priority actions for the Board.
The second in a three-part series building executive and Board muscle memory.
Workshop Outcomes
- Clarity on where the Board’s role starts and stops in a cyber crisis: oversight, not operations
- Confidence making the decisions reserved to the Board, where values, risk appetite and reputation meet
- Ability to oversee management’s response by asking the right questions and making sure they are answered
- A considered approach to stakeholder pressure from funders, major clients, members, media and regulators
- Confidence that the Board’s decisions and records demonstrate care and diligence when scrutinised months later
- Five decisions your Board can make now, before a crisis tests them
Topics Covered
- The Board’s role when the pressure is on: governing through uncertainty without getting in management’s way
- The decision reserved to the Board: management’s options and recommendation, and the values behind the call
- When stakeholders wobble: funding bodies, major clients, members and the media
- Month three: regulators, insurers, legal claims and commissioning an independent review
- The record: minutes, legal privilege and demonstrating care and diligence
- Preparing now: ransom position, delegations, escalation thresholds, out-of-band communication and who speaks for the organisation
Who is this workshop for
Boards, councils and governing bodies of all types and sizes of organisation, together with the Company Secretary: small and family businesses, not-for-profits, and medium to large organisations. No technical background is needed.
Organisations with sector-specific obligations, such as APRA-regulated entities or critical infrastructure under the SOCI Act, can have the scenario and regulatory content tailored to their context.
Handouts/materials provided
“Questions Directors Should Ask: First 24 Hours, First Week, After the Crisis”, scenario Board papers on the day and post-session observations note with priority actions.
What to bring
Your Board charter and delegations, your risk appetite statement, any decision-making framework you use, your crisis or incident response policy, and your cyber insurance summary. Also come with an answer to one question: if a crisis started tonight, how would each director hear about it?
Facilitator
About the facilitator
Jason Wilk is a senior facilitator and course author specialising in governance, strategy and cyber risk education for directors and senior executives. He delivers governance education nationally and contributes to the development and review of strategy and risk curricula. Since 2017, he has authored courses on cyber governance for directors and recently developed a Digital Governance Masterclass covering Artificial Intelligence (AI) and automated decision-making governance for non-technical leaders.
He brings 15 years of experience leading a boutique governance, strategy and risk consultancy, delivering several hundred advisory engagements across diverse industries, organisation sizes and sectors, including government. His work includes leading the development of the Public Sector Commission’s Good Governance Guide and reviewing governance structures across numerous Western Australian state agencies.
Previously, Jason served as a Chief Information Security Officer within financial institutions. His expertise sits at the intersection of governance education, strategic advisory and board directorship, with a particular focus on strengthening organisational governance, managing risk and supporting effective decision-making.
Key Expertise
- Governance
- Strategy
- Cyber Risk
- Technology governance
- Cyber in the Boardroom
Industry Focus
- Government
- Not-for-Profit (NFP)
- Small and Medium-sized Enterprises (SMEs)
Based in:
About the facilitator
Jason Wilk is a senior facilitator and course author specialising in governance, strategy and cyber risk education for directors and senior executives. He delivers governance education nationally and contributes to the development and review of strategy and risk curricula. Since 2017, he has authored courses on cyber governance for directors and recently developed a Digital Governance Masterclass covering Artificial Intelligence (AI) and automated decision-making governance for non-technical leaders.
He brings 15 years of experience leading a boutique governance, strategy and risk consultancy, delivering several hundred advisory engagements across diverse industries, organisation sizes and sectors, including government. His work includes leading the development of the Public Sector Commission’s Good Governance Guide and reviewing governance structures across numerous Western Australian state agencies.
Previously, Jason served as a Chief Information Security Officer within financial institutions. His expertise sits at the intersection of governance education, strategic advisory and board directorship, with a particular focus on strengthening organisational governance, managing risk and supporting effective decision-making.
Key Expertise
- Governance
- Strategy
- Cyber Risk
- Technology governance
- Cyber in the Boardroom
Industry Focus
- Government
- Not-for-Profit (NFP)
- Small and Medium-sized Enterprises (SMEs)
Based in:
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