You already know the feeling. The security analyst or SOC manager you hired a year ago leaves for a different job, leaving a hole in your team and a vulnerability gap while you get a new recruit up to speed. This is so commonplace nowadays that it has created a problem set of its own: how to preserve corporate knowledge when staff turnover is so high. What if you could easily show new recruits precisely what their responsibilities were, and give them exactly the tools they needed (technology, information, documents, contacts, processes and other critical job elements) to do their job from Day 1? What if they could immediately collaborate with the right team mates in hours instead of days or weeks? And what if they could even suggest improvements of their own to how the job is done so that they have ownership and empowerment in a way that supports corporate goals and avoids massive disruption to the rest of the team?
CGS™ uses the concept of cockpits (yes, like airplanes!) to create a role-based work environment that is tailored to achieve a clear set of responsibilities. It automatically integrates with all other roles and responsibilities so that even the new recruit can be productive on Day 1. And when the roles change (a re-organization or a change in strategy), so do the cockpits. Part knowledge repository, part collaboration forum, CGS™is not just an interface; it is a way of working that is used across the enterprise to empower everyone in their jobs, whether they have been in the seat for a day or a year.
All too often, CSOCs are set up and operate with a focus on technology, without adequately addressing people and process issues.
Mitre whitepaper 2014 '10 Strategies of a World Class Cybersecurity Operations Center'