I plan to address strategic thought as applied to digital security in a series of posts. Here I would like to briefly introduce the concept and offer a simple example.
Joint Publication 1 (JP-1), Doctrine for the Armed Forces of the United States, helps illuminate the strategic approach to digital security. JP-1 defines three levels of warfare: strategic, operational and tactical. Above the strategic level one can place the overall goal of the digital security program, as one might place the overall goal of a military or political endeavor. Below the tactical level one can similarly place tools or technology – the weapons one might employ when conducting tactical maneuvers. Taken as a whole, the five levels appear as shown in Figure 1.

Figure 1. Five Levels of Strategic Security
Using a strategic security framework enables a digital defender to build a more effective and durable program. A strategic security system doesn’t start with tools and tactics; instead, it begins by setting one or more overall mission goals. The strategy-minded chief information security officer (CISO) obtains executive buy-in to those goals, which works at a level understood by technicians and non-technicians alike. Next the CISO develops strategies to implement those goals, organizes and runs campaigns and operations to support the strategies, helps his or her team use tactics to realize the campaigns and operations, and procures tools and technology to equip the team.
Figure 2 shows an example of one strategic security approach to minimize loss due to intrusions, using a strategy of rapid detection, response, and containment, along with network security monitoring-inspired operations/campaigns, tactics and tools.

Figure 2. Five Levels of Strategic Security Example
Most security professionals – and by association policymakers and leaders taking advice from those practitioners and engineers – fixate on the tools, and to a lesser degree, the tactics of the digital security problem. Goals, strategies and campaigns aren’t usually a consideration because technicians, administrators, programmers and the like spend their time working with tools. The extent of their tactical involvement is thinking about creative ways to use their tools. The communities that tend to think in terms of goals, strategies and campaigns – think tanks, policy analysts and so on – have traditionally not engaged with the technicians to bring the entire strategic security approach to bear on modern challenges.
As shown in Figure 2, “detecting intruders” is actually shorthand for a rich strategic security program – one whose goal is minimizing loss through a strategy of rapid incident detection, response and containment. Security teams run operations to match threat intelligence against security event data and hunt for novel intruders as needed. They tactically collect, analyze, escalate and resolve incidents and the related data using tools suited for those functions.
It is crucial, however, that the ultimate goals and strategy remained linked with the tools at the bottom of the process. If that chain decouples, the outcome could be disastrous, where technical reality makes strategic theory obsolete. For example, a program built on monitoring the network will fail if all network traffic is encrypted. The tools at the bottom of the process will not be able to “see” the contents of network traffic and will be less effective when trying to identify suspicious and malicious activity. In this dysfunctional case, the tools’ inability to deliver required data to the personnel conducting tactical endeavors and operational campaigns will prevent the program goal from being achieved.
In future posts, I will elaborate on these concepts to demonstrate how they improve enterprise security.
Note: This post is adapted from a research paper by the author, published through The Brookings Institution as Strategy, Not Speed: What Today’s Digital Defenders Must Learn From Cybersecurity’s Early Thinkers.






