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Edgard Capdevielle, CEO of Nozomi Networks, sees what he calls a “sprint” as something that should be received with appropriate expectations: “Regardless of the specific elements contained in the plan, there are upsides and downsides that should be kept in focus. First, it’s reactionary and meant to address past incidents. It’s not forward-thinking or future-proof, and doesn’t address incidents that haven’t been discovered or happened yet. On the upside, the fact we have a plan means the matter is being taken seriously at the highest levels of leadership. Whatever might ultimately prove to be right or wrong with the plan, it can be adjusted and improved upon as we execute. We should view this sprint, like others, as building blocks rather than silver bullets.”

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