[NOTE: This is a unique case that presents background on the basis for the founding of our company, and our work in critical unplanned, time-sensitive challenges. In this case, the situation is life or death,]
When you coin the word, the concept, and lead the effort to protect against it, the responsibility for addressing it becomes monumental.
Technology was disrupting counter-terrorism efforts, and those responsible for protecting citizens did not know what to prepare for.
Whether new explosives (C4 vs. dynamite) or biological agents (vs. chemicals), terrorists work to leverage accessible science or technology in their actions to multiply their damaging effects.
Traditional anti- and counterterrorism organizations knew that technology was accelerating. But they didn’t know what was on the horizon (and beyond) nor how tech could be deployed by terrorists.
Governments in more advanced and technology-forward economies knew they had to get out ahead of any threats in order to prepare and protect their citizens.
This was a life-affecting, critical and most complex situation.
How the Challenge was Addressed
Our CEO, Barry Collin, worked as a Senior Research Fellow at a prominent institute utilizing the resources of Stanford University.
There he developed projections of how the Internet would go from being government- and university-bound to being commercialized.
And, how that Internet would be used to conjoin the physical and virtual worlds, long before the web, the Internet of Things and ubiquitous connectivity were invented.
Together, that vision of ubiquitous connectivity formed the danger he coined “CyberTerrorism.” Barry developed the framework for how terrorists could exploit our technology to not just hack for theft, but to kill citizens in great number, and led training for thousands of government and private sector professionals across multiple countries.
Results and Implications
Those technological projections have proven to be 100% accurate, leading far ahead of software and hardware development.
It was exactly the detailed “before the storm” warning governments needed to jump-start research, engage the private sector, staff up, train, and prepare to defend its citizens.
With today’s focus on the immediate, most businesses can’t often focus on all the next critical eventualities — but when its life or death, you have to prepare.
Beyond governments, if a company is in a life-affecting industry (e.g., food, healthcare, airlines, a product that might be dangerous) then they must concern themselves with eventualities.
But for most companies, critical and complex situations can be about the life or death of the company.
And today, our helping companies overcome their situations has its legacy in protecting nations and their people.