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HYLAND head of government. e chairman of the Incident Management Team should be responsible for making rapid and clear decisions, and should expect rapid and decisive action from organizations represented on the Team. Actions should be assigned unambiguously to owners who will be held to account for progress at regular and timely management meetings. is is a very powerful tool that should be used for strictly limited periods of time. e critical decisions are when to establish an Incident Management Team with delegated authority, and when to stand it down. After an incident has been successfully dealt with there is a need to manage a rapid transition back to normality. e great benefit of this approach is its flexibility: it allows teams of variable and changing composition to deal with emerging cyber-incidents that may well move very rapidly in a complex manner across organizational boundaries. It would also be prudent to establish a regular program of cross organizational exercises to ensure that all relevant organizations are ready to respond to an incident should one occur. ere are already good examples of such exercise programs, for example those run by the Estonian government, the CYBERSTORM series of exercises conducted by the United States, and the EU exercise work led by the European Network and Information Security Agency (ENISA). e benefits that such a program could bring might include: enabling participants to better understand what will be to many a new form of threat, and a new form of response; explaining why working across organizational boundaries is the best way to counter the cyber-threat; training participants who have not historically taken part in crisis management activities and exercising the working relationships between organizations that have little previous experience of cooperating together on crisis issues; and enabling all participants to develop a shared