For a long time, cybersecurity has been treated as a technical problem – something that lives with IT, gets summarized in a quarterly report, and only reaches the boardroom when something has already gone wrong. That framing no longer holds up. Every organization depends on technology to serve customers, support operations, and maintain business continuity. Here’s the reframe
By Josh von Rueden Senior Director, Cybersecurity and Risk Management July 17, 2026 On Monday, July 13, the Department of Defense placed an immediate freeze on CMMC Phase 2, the third-party assessment requirement that was set to take effect this November. A newly formed task force will review the entire program and report back within
PART A · CORE FRAMING 1. Why We Measure Maturity Cybersecurity investment without measurement is opinion. Boards approve budgets based on confidence in numbers. Regulators expect documented programs. Insurers price coverage against demonstrated controls. Counsel defends “reasonable security” against measurable benchmarks. A maturity assessment converts the question “how good is our cybersecurity?” from a subjective answer to
Most AI strategy initiatives don’t fail because of the tool. They fail because the IT foundation underneath them isn’t ready. Artificial Intelligence has moved from experimentation to expectation, and executive teams are under pressure to “do something with AI.” Most are acting before they’ve asked whether their organization is structurally prepared to realize value from
Higher education leaders are navigating an increasingly complex environment, and often doing it without a shared, trusted view of the data underneath them. The scenario is familiar to every institution: the cabinet is reviewing a major decision (a program to cut, a building to renovate, a new student segment to recruit), and the conversation stalls because no one in the
Nonprofit executives are under constant pressure to maximize mission delivery while maintaining financial discipline. As a result, technology decisions are frequently pulled into the overhead category, judged more on cost than on their ability to enable outcomes. Over time, this creates a hidden but significant gap: chronic underinvestment in the systems, data, and infrastructure required
6 Ways Associations Can Use AI to Strengthen Member Value and Operational Efficiency Association leaders are navigating rising expectations by finding new ways to create value and differentiate. Delivering on that promise requires meeting higher member expectations for personalized experiences, equipping staff with integrated, effective systems, and providing leadership with clear, actionable insights. All of
Risk management operates in a complex and constantly changing business environment. Defined by uncertainty, volatility, and rapid technological change, business risk management has evolved from a defensive exercise into a core element of strategic leadership. For mid-market executives, the ability to identify, evaluate, and respond to potential threats goes beyond minimizing loss. Hartman Executive Advisors
Artificial intelligence is dominating boardroom conversations across the mid-market. Leaders are under pressure to “do something with AI,” often fueled by headlines, vendor promises, and peer activity. The result is a familiar pattern: organizations move quickly to adopt tools without a clear understanding of how those tools connect to business problems and business outcomes. A
Amy Solomon authored an article, Creating the Community of Tomorrow: Technology & Operational Sustainability for Senior Living, published by Love & Company. The piece examines how senior living organizations can use technology and operational strategies to build sustainable, future-ready communities. “In senior living, technology shouldn’t be adopted in isolation,” Solomon explains. “It needs to be tied
