Published: 15 April 2024
许多企业机构难以实现威胁情报的常态运营并评估其价值。安全和风险管理（SRM）领导者必须使用优先情报需求来评估其威胁情报计划的效力，并根据企业机构战略推动其走向成熟。
虽然许多机构已将威胁情报纳入其安全计划，但它们很难评估其表现、成熟度以及在相关产品和服务方面的总体投资。
SRM领导者仍然被动地管理安全计划，而不是制定一个防御性增长计划，导致无法对上层给出有理有据的报告。
由于威胁情报缺乏监督和治理，许多企业机构未能形成健康的反馈循环，错失了调整和治理嘈杂情报源的机会。
威胁情报缺乏正规化，各企业机构无法将所收集信息作为行动依据，也无法根据业务驱动的优先事项评估相关计划的成熟度。
负责安全运营的SRM领导者应：
制定威胁情报目标运营模式，明确界定实现与业务风险相符的成果所需的角色、职责和工具。
确立作为成熟度提升标记的目标。这将向利益相关者表明，威胁情报计划正在按照期望进行中。
评估现有的情报能力，并确定需要改进的领域。策划不是一个配置选项，而是根据业务需要定制源内容和流程的迭代过程。
定义并沟通运营相关指标，以演示投资价值。威胁情报的价值在于其集体使用，以及帮助企业机构将网络影响降至最低或迅速复原。
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