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Short Workshop | Max. 20 Participants
2.5 hours
Workshop Outcomes
- A shared understanding of each other’s role in a cyber crisis, and where the boundary sits
- Experience of the other side’s seat: management’s workload and the Board’s information gap
- Clear escalation thresholds and briefing expectations between management and the Board
- First-hand insight into why crisis briefings break down, and how to fix them
- A coordinated approach to stakeholder communication, including who speaks for the organisation
- A draft Board and Management Crisis Protocol, with priority actions
Topics Covered
- Framing the boundary: why directors join management today, and why they won’t in a real crisis
- The first 72 hours from the inside: management’s decisions and workload, with directors at the table
- Swapping seats: management’s options and recommendation, the Board’s questions and decision, tested against your risk appetite
- The stakeholder response: key stakeholders led by the Board; staff, customers and third parties led by management
- Where briefings break down: escalation, cadence, format and the questions that go unanswered
- Building your crisis protocol: escalation thresholds, reserved decisions, who speaks and out-of-band contact
Location
- Willing to work remote
- Willing to work interstate
- Willing to work internationally
How can this workshop be delivered?
- Face to face
Overview
Cyber crises are rarely won or lost in the technology. They are decided at the handover between management and the Board: escalation that comes too late, briefings that miss what directors need, and stakeholders who hear different messages.
This interactive workshop brings your Board and executive team together to rehearse those handovers. Directors start alongside management, then roles swap so each side experiences the other’s seat, before both share the stakeholder response. Along the way, participants see firsthand why crisis briefings break down.
A fine-tuning conversation selects one of four contemporary scenarios: ransomware and data extortion, third-party compromise, material technology outage, or Artificial Intelligence (AI) enabled impersonation.
You leave with a draft Board and Management Crisis Protocol and receive observations note with priority actions.
The third in a three-part series building executive and Board muscle memory.
Workshop Outcomes
- A shared understanding of each other’s role in a cyber crisis, and where the boundary sits
- Experience of the other side’s seat: management’s workload and the Board’s information gap
- Clear escalation thresholds and briefing expectations between management and the Board
- First-hand insight into why crisis briefings break down, and how to fix them
- A coordinated approach to stakeholder communication, including who speaks for the organisation
- A draft Board and Management Crisis Protocol, with priority actions
Topics Covered
- Framing the boundary: why directors join management today, and why they won’t in a real crisis
- The first 72 hours from the inside: management’s decisions and workload, with directors at the table
- Swapping seats: management’s options and recommendation, the Board’s questions and decision, tested against your risk appetite
- The stakeholder response: key stakeholders led by the Board; staff, customers and third parties led by management
- Where briefings break down: escalation, cadence, format and the questions that go unanswered
- Building your crisis protocol: escalation thresholds, reserved decisions, who speaks and out-of-band contact
Who is this workshop for
Boards and executive teams 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. Ideally follows the Cyber Crisis Workshops for Executive Teams and for Boards, but can run on its own.
A note on noses in, fingers out. Some directors may wonder whether stepping into management’s role, even in a scenario, blurs an important line. It does the opposite. Fingers out does not mean eyes shut. Experiencing management’s workload and decisions first hand is what lets a Board recognise where its role starts and stops, so the line holds when a real crisis tests it. The session opens by framing this boundary and closes by reinforcing it.
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
“Board and Management Crisis Protocol” template, scenario materials on the day, and a post-session observations note with priority actions.
What to bring
Your Board charter and delegations, risk appetite statement, any decision-making framework you use, crisis response and communication plans, and your cyber insurance summary. Also bring a sense of humour: some of you will be sitting in someone else’s chair.
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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