Is your strategic planning ready for the future?

I recently participated in the preparation of a strategic plan for the next three years, conducted in collaboration with the Dom Cabral Foundation (FDC). It was an opportunity to revisit classic analysis tools, such as the SWOT matrix (strengths, weaknesses, opportunities, and threats) and BCG (Boston Consulting Group) and continue to play essential roles in building a robust and practical view of our operations and resources. These tools, recognized for their ability to consolidate fundamentals, allow global companies to chart clear and measurable paths to achieve success in short- and medium-term scenarios.

However, in a context in which each year seems to pass faster and in the face of major technological disruptions, it is essential to adopt a close view of long-term trends. By including an in-depth analysis of emerging trends, we are able to more accurately visualize the new markets that are likely to emerge and understand how innovative solutions such as artificial intelligence and quantum computing will impact not only our industry, but also companies’ security and innovation demands.

Planning by horizons

Thus, at the end of the year, when we accelerate the delivery of our annual planning, we also carry out planning by horizons, which allows us to align the short, medium and long term in a practical and objective way.

Short term

In the short term, our approach focuses on ‘back to basics’: did we do what was planned? Has the budget been met? Have we identified and mitigated the risks and risk vectors that could impact our core operations? This horizon is essential to ensure that the fundamentals are solid and that our immediate actions add value to the business, with strategies clearly communicated to the board and translated into the company’s operational risk.

Medium term

The medium term is where we visualize how our company needs to evolve, adapting to meet market changes and preparing our structure for the future. As leaders in information security, this involves staying ahead of the curve on solutions such as Zero Trust, identity and access management (IAM), and supply chain security. These technologies, although already in the maturation phase, continue to evolve and have a significant impact on the operations and resilience of organizations. According to Gartner, they are still considered trends.

Long term

In the long term, the goal is to invest in innovation, focusing on technologies such as artificial intelligence applied to robotics, quantum computing, and the development of sustainable and clean energy solutions. The incorporation of AI and automation in various segments promises to revolutionize productivity and offer a powerful competitive advantage for organizations that know how to anticipate and adopt these innovations. In this way, we ensure that our company not only keeps up with but leads the way in innovation, ensuring continued relevance in global markets.

Strategic thinking in information security

I recommend that everyone who works in areas related to Information Security incorporate strategic thinking that expands across different horizons, allowing you to balance immediate actions, incremental innovation, and preparation for a transformative future.

As leaders in an area that is constantly growing and of great importance, our commitment is to ensure that our organization is always one step ahead, with proactive management in information security that ensures resilience in operations and risk mitigation in line with organizational appetite.

Umberto Rosti
CEO Brazil of Stefanini Cyber, a Stefanini Group company