Was ist das eigentlich? Cyberrisiken verständlich erklärt

Es wird viel über Cyberrisiken gesprochen. Oftmals fehlt aber das grundsätzliche Verständnis, was Cyberrisiken überhaupt sind. Ohne diese zu verstehen, lässt sich aber auch kein Versicherungsschutz gestalten.

Beinahe alle Aktivitäten des täglichen Lebens können heute über das Internet abgewickelt werden. Online-Shopping und Online-Banking sind im Alltag angekommen. Diese Entwicklung trifft längst nicht nur auf Privatleute, sondern auch auf Firmen zu. Das Schlagwort Industrie 4.0 verheißt bereits eine zunehmende Vernetzung diverser geschäftlicher Vorgänge über das Internet.

Anbieter von Cyberversicherungen für kleinere und mittelständische Unternehmen (KMU) haben Versicherungen die Erfahrung gemacht, dass trotz dieser eindeutigen Entwicklung Cyberrisiken immer noch unterschätzt werden, da sie als etwas Abstraktes wahrgenommen werden. Für KMU kann dies ein gefährlicher Trugschluss sein, da gerade hier Cyberattacken existenzbedrohende Ausmaße annehmen können. So wird noch häufig gefragt, was Cyberrisiken eigentlich sind. Diese Frage ist mehr als verständlich, denn ohne (Cyber-)Risiken bestünde auch kein Bedarf für eine (Cyber-)Versicherung.

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ICBB test Format | ICBB Course Contents | ICBB Course Outline | ICBB test Syllabus | ICBB test Objectives

Test Detail:
The IASSC Certified Lean Six Sigma Black Belt (ICBB) certification test validates the knowledge and skills of individuals in Lean Six Sigma principles and methodologies at an advanced level. Here is a detailed overview of the ICBB certification, including the number of questions and time, course outline, test objectives, and test syllabus.

Number of Questions and Time:
The ICBB certification test consists of approximately 150 multiple-choice and true/false questions. The exact number of questions may vary, but the test is designed to thoroughly assess the candidate's understanding of Lean Six Sigma concepts and application. The duration of the test is four hours.

Course Outline:
The ICBB certification course covers a wide range of subjects related to Lean Six Sigma at an advanced level. The specific course outline may include the following components:

1. Introduction to Lean Six Sigma:
- Overview of Lean Six Sigma methodology and principles
- Roles and responsibilities of a Lean Six Sigma Black Belt
- DMAIC (Define, Measure, Analyze, Improve, Control) framework

2. Define Phase:
- Project selection and scoping
- Stakeholder identification and management
- Voice of the Customer (VOC) analysis
- Project charter development

3. Measure Phase:
- Data collection and measurement techniques
- Process mapping and analysis
- Measurement system analysis
- Statistical analysis tools

4. Analyze Phase:
- Data analysis methods and techniques
- Root cause analysis
- Hypothesis testing
- Design of Experiments (DOE)

5. Strengthen Phase:
- Solution generation and evaluation
- Lean tools and techniques
- Implementation planning and piloting
- Risk analysis and mitigation

6. Control Phase:
- Control plan development and implementation
- Statistical process control
- Lean Six Sigma project closure
- Sustainable process improvement

Exam Objectives:
The objectives of the ICBB certification test are to assess the candidate's knowledge and understanding of Lean Six Sigma principles, tools, and techniques, as well as their ability to apply them in real-world scenarios. The specific objectives include:

- Demonstrating proficiency in the DMAIC methodology and its application.
- Assessing the candidate's ability to lead and manage Lean Six Sigma projects.
- Evaluating the candidate's knowledge of statistical analysis and data-driven decision-making.
- Testing the candidate's understanding of Lean concepts and their integration with Six Sigma.

Exam Syllabus:
The ICBB test syllabus outlines the specific subjects and subtopics that will be covered in the exam. The syllabus may include:

- Lean Six Sigma philosophy and principles
- Project identification and selection
- Project management and leadership
- Process mapping and analysis
- Data collection and measurement techniques
- Statistical analysis tools and techniques
- Root cause analysis and problem-solving methods
- Lean tools and techniques
- Control and sustainability of process improvements

It is important to note that the information provided here is a general overview, and the real content and format of the ICBB certification test may be subject to change. It is recommended to refer to the official IASSC website or authorized training providers for the most up-to-date and detailed information regarding the specific ICBB certification test you are planning to take.

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Nursing Residency Program Improves Staff Performance, Retention

Nursing Residency Program Improves Staff Performance, Retention

Geri-Res Program brings new, higher level of learning, mentorship to caregivers.

Paul Bergeron   8/15/2023


​The nursing shortage is real and is being felt in just about every health care provider environment. The shortage is acute in skilled nursing facilities and assisted living communities, which have struggled to gain and retain nurses. Facilities compete for the same workers by raising hourly pay so those companies don’t risk losing out.

Organizations in Wisconsin and Minnesota, however, are on to something. They have begun offering a nursing residency program that not only attracts nurses but improves nurses’ performance levels and incentivizes them to stay.

The Geri-Res program, developed through the renowned Center for Aging Research and Education at the University of Wisconsin-Madison School of Nursing, was launched this year. Offered at organizations in acute care settings and assisted living, the program is gaining momentum.

Residencies are standard in hospitals. Barbara J. Bowers, PhD, RN, FAAN, University of Wisconsin School of Nursing, said some nursing school graduates and nurses in general will only work where residency programs exist. 

“One of the benefits of adopting Geri-Res is that a nurse who is new to long-term care may select a facility with a nurse residency program instead of going down the street to a competitor who doesn't have one, but that pays $1 or $2 more an hour,” Chris Fangboner, vice president of partner ecosystem and digital education, Pathway Health, Lake Elmo, Minn., said. “All facilities are fighting for the same pool of talent so this small investment into the success of their new nurses will deliver them an advantage in recruitment,” he added.

Geri-Res is turnkey, providing organizations with what it needs to implement a world-class geriatric care nurse residency program. The two program components, Clinical Coach and Nurse Resident, leverage a mentor/mentee model to create the best learning environment for new nurse success. The coaches are appointed—often they are the two most experienced nurses within the organization.

The Clinical Coach prepares for a mentor role by going through six learning modules. The Nurse Resident goes through 12 online, evidence-based, self-paced learning modules. Each module is paired with exercises, quizzes, and time with the Nurse Coach. The online format means curriculum modules can be accessed anywhere, anytime. 

Each module is normally completed in a week, and this is the recommendation, Fangboner said, but it is not a requirement. Because Geri-Res may be added to a facility's existing onboarding program, it is flexible enough to be adapted to what the facility already has in place.

First Month at the Job Can Be ‘Terrifying’

The first year, and even sometimes the first month, at the job is terrifying for nurses, Bowers said. “They sometimes don’t know what’s coming and often they have to take on more than they thought,” she said. Coaches can also serve as mentors in the Geri-Res program, Bowers said.

“Providing a residency program creates confidence and comfort for newly hired nurses, especially in that first month,” she said. Geri-Res addresses the transition-to-practice gap often experienced by both new graduates and experienced nurses entering a long-term care practice setting.

Research shows that nurse residency programs Strengthen nurse retention, lower costs, and Strengthen nurse preparedness for safe and competent practice. Traditionally available only in acute care settings, Geri-Res offers the same benefits to long-term care organizations with a residency tailored specifically to nursing in the long-term care practice environment.

The required modules are Introduction to Long-Term Care; Pharmacological Considerations; Resident Quality of Life; Maintaining Mobility; Cognitive Impairment; Communicating with the Team; Communicating with Families; Pain; Cultural Diversity; Skin; Sensory Changes; Infection Prevention; Evaluation and Final Steps; and Nutrition.

Six additional modules are available to nurse residents at no cost and can be taken at their convenience and their choosing: End of Life Care; Urinary Incontinence; Depression; Change in Condition and Care Planning; and Quality Assurance and Performance Improvement.

The program was established through a generous grant from the Margaret Cargill Foundation. “This allowed us to hire experts in so many fields to help create the curriculum,” Bowers said.

The cost is typically charged to the organization: $199 for nurses; $249 for coaches. Participants earn 12 continuing education credits for completing the course. The Geri-Res curriculum is appropriate for new nursing school graduates as well as experienced nurses new to long-term care.

Nurses Need to Feel Supported

The University of Wisconsin launched eight Geri-Res pilot programs. Fangboner and his team at Pathway have been responsible for bringing the Geri-Res program to the public and to the attention of national and state health care associations.

A mission-driven organization, Fangboner said of Geri-Res, “We want to get this program out there as much as possible. Now that word is getting out, we’re speaking with organizations that have 10 to 60 senior communities in their portfolios.”

Fangboner has signed 27 coaches since March. “This program will grow exponentially as more associations receive grants to help them get started,” he said.

Bowers said that many nursing home directors aren’t fully aware of the high cost of turnover in their communities. “The program has proven so beneficial and in demand that organizations are now using it to recruit nurses,” Bowers said.

Fangboner said, “Nurses need to feel supported while doing their jobs. By joining this program, the organization is showing their nurses that they are investing in them, helping them learn more, and is not just throwing them out there to get their jobs done.”

Bowers, again, said it goes back to the first month—or even the first day—on the job. Coaches teach it, model it, discuss it, and follow up with resident nurses to ensure they are comfortable with what they’ve learned.

Bowers said the training opens new treatment methods and other work skills, helping to fill in the gaps for those nurses who work each day with only what they know and what they’ve learned.

“You’d be amazed at how many new nurses are afraid to speak to physicians,” Bowers said. “The module helps to put them at ease and explains to them what information is needed and how to best present it.” Geri-Res also demonstrates how to share negative feedback with patients, co-workers, and families. “For some, this comes naturally, but for many, it’s a challenge,” Bowers said.

“It’s so important that once nurses start, they keep going, beginning to end. They see that once they take the first few modules they want more, and they want the program to continue,” Fangboner said.

Some organizations’ nurse workforce is made up of 25 percent from outside the U.S. and Fangboner has worked with clients using this as training for English as a Second Language residency program.

“Geri-Res would be very helpful to facility groups that have immigration recruitment programs and for English as a Second Language nurses already here in the United States,” he said. “They know how to care for others but might not be familiar with the unique nature of how it works in the U.S. and might not have communication soft skills.”

Paul Bergeron is a freelance writer based in Herndon, Va.

CPRMC named “Great Community Hospital”

An exterior view of Carolina Pines Regional Medical Center. CONTRIBUTED PHOTO

Carolina Pines Regional Medical Center (CPRMC) was one of 153 hospitals included in the 2023 Becker’s Hospital Review (Becker’s) listing of “great community hospitals” released on Friday, July 28. Carolina Pines was one of only six hospitals from the state of South Carolina to make the list.

Hospitals recognized in the listing, per Becker’s, are lauded for their “clinical excellence, compassionate care and economic impact on their communities.” Becker’s editorial team selected hospitals for inclusion based on several outside rankings and ratings organizations, including U.S. News & World Report, Healthgrades, CMS, The Leapfrog Group and The Chartis Center for Rural Health.

“It’s quite an honor to make this listing and a nice validation of their hospital’s efforts to advance the health and well-being of their patients and their community,” said Bill Little, CEO of CPRMC. “Our team at Carolina Pines embraces the opportunity to provide highly skilled, compassionate care to those from the surrounding areas who come to us in need. This recognition ‒ much like their quality ratings, their growing list of accreditations, and their many innovative approaches to Strengthen their services ‒ indicates that they are making the positive impact they want to make in their community.”

Becker’s described community hospitals as “vital pieces of the overall healthcare system, expanding care access to patients who might otherwise need to travel great distances or face other barriers to care.” 

CPRMC has a legacy of expanding quality care access to those it serves throughout Hartsville and surrounding areas. For example:

• the hospital continues to use innovative approaches to ensure it is properly staffed, recently announcing its participation in Project BOLD, a program that provides student loan forgiveness to new employees who commit to work at CPRMC upon completing their education;

• in that same vein, it also recently partnered with a local higher education institution, Coker University, to create a nursing school and internship program to function as a workforce development pipeline for the Pee Dee area and the state as a whole;

• in addition, CPRMC recently added on-site dialysis service expansion to better serve an area with higher-than-normal rates of hypertension and diabetes; 

• the hospital is also part of the MUSC Health Network, including its telehealth program that enables healthcare providers across the Network to work together to achieve quality care in a more effective manner than can be achieved independently.

Even prior to this Becker’s listing, the hospital’s pursuit of providing the highest-quality care earned recognition. For instance, CPRMC achieved a Leapfrog Group “A” grade for patient safety in two consecutive Leapfrog surveys through Fall 2022 and received an “A” grade in Leapfrog’s most exact survey in Spring 2023. In the past few weeks, the hospital’s employed Medical Practice also attained recognition as a Patient-Centered Medical Home from the National Center for Quality Assurance as well as Gold Seal Approval® Certifications from The Joint Commission for its Heart Failure Program and its Total Knee and Hip Replacement Program.

Previously, CPRMC earned The Joint Commission’s (TJC) Gold Seal of Approval® for the hospital and laboratory and achieved advanced certification as a Primary Stroke Center. It also recently received Chest Pain Center accreditation from the American College of Cardiology.

“We strive to be the best they can be and offer the right services at the right time to those who come through their doors,” said Little. “We know they are part of a great community and consider it a privilege to have the opportunity to make a positive impact on their community, one patient at a time.”

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Warum sind Cyberrisiken so schwer greifbar?

Als mehr oder weniger neuartiges Phänomen stellen Cyberrisiken Unternehmen und Versicherer vor besondere Herausforderungen. Nicht nur die neuen Schadenszenarien sind abstrakter oder noch nicht bekannt. Häufig sind immaterielle Werte durch Cyberrisiken in Gefahr. Diese wertvollen Vermögensgegenstände sind schwer bewertbar.

Obwohl die Gefahr durchaus wahrgenommen wird, unterschätzen viele Firmen ihr eigenes Risiko. Dies liegt unter anderem auch an den Veröffentlichungen zu Cyberrisiken. In der Presse finden sich unzählige Berichte von Cyberattacken auf namhafte und große Unternehmen. Den Weg in die Presse finden eben nur die spektakulären Fälle. Die dort genannten Schadenszenarien werden dann für das eigene Unternehmen als unrealistisch eingestuft. Die für die KMU nicht minder gefährlichen Cyber­attacken werden nur selten publiziert.

Aufgrund der fehlenden öffentlichen Meldungen von Sicherheitsvorfällen an Sicherheitsbehörden und wegen der fehlenden Presseberichte fällt es schwer, Fakten und Zahlen zur Risikolage zu erheben. Aber ohne diese Grundlage fällt es schwer, in entsprechende Sicherheitsmaßnahmen zu investieren.

Erklärungsleitfaden anhand eines Ursache-Wirkungs-Modells

Häufig nähert man sich dem Thema Cyberrisiko anlass- oder eventbezogen, also wenn sich neue Schaden­szenarien wie die weltweite WannaCry-Attacke entwickeln. Häufig wird auch akteursgebunden beleuchtet, wer Angreifer oder Opfer sein kann. Dadurch begrenzt man sich bei dem Thema häufig zu sehr nur auf die Cyberkriminalität. Um dem Thema Cyberrisiko jedoch gerecht zu werden, müssen auch weitere Ursachen hinzugezogen werden.

Mit einer Kategorisierung kann das Thema ganzheitlich und nachvollziehbar strukturiert werden. Ebenso hilft eine solche Kategorisierung dabei, eine Abgrenzung vorzunehmen, für welche Gefahren Versicherungsschutz über eine etwaige Cyberversicherung besteht und für welche nicht.

Die Ursachen sind dabei die Risiken, während finanzielle bzw. nicht finanzielle Verluste die Wirkungen sind. Cyberrisiken werden demnach in zwei Hauptursachen eingeteilt. Auf der einen Seite sind die nicht kriminellen Ursachen und auf der anderen Seite die kriminellen Ursachen zu nennen. Beide Ursachen können dabei in drei Untergruppen unterteilt werden.

Nicht kriminelle Ursachen

Höhere Gewalt

Häufig hat man bei dem Thema Cyberrisiko nur die kriminellen Ursachen vor Augen. Aber auch höhere Gewalt kann zu einem empfindlichen Datenverlust führen oder zumindest die Verfügbarkeit von Daten einschränken, indem Rechenzentren durch Naturkatastrophen wie beispielsweise Überschwemmungen oder Erdbeben zerstört werden. Ebenso sind Stromausfälle denkbar.

Menschliches Versagen/Fehlverhalten

Als Cyberrisiken sind auch unbeabsichtigtes und menschliches Fehlverhalten denkbar. Hierunter könnte das versehentliche Veröffentlichen von sensiblen Informationen fallen. Möglich sind eine falsche Adressierung, Wahl einer falschen Faxnummer oder das Hochladen sensibler Daten auf einen öffentlichen Bereich der Homepage.

Technisches Versagen

Auch Hardwaredefekte können zu einem herben Datenverlust führen. Neben einem Überhitzen von Rechnern sind Kurzschlüsse in Systemtechnik oder sogenannte Headcrashes von Festplatten denkbare Szenarien.

Kriminelle Ursachen


Hackerangriffe oder Cyberattacken sind in der Regel die Szenarien, die die Presse dominieren. Häufig wird von spektakulären Datendiebstählen auf große Firmen oder von weltweiten Angriffen mit sogenannten Kryptotrojanern berichtet. Opfer kann am Ende aber jeder werden. Ziele, Methoden und auch das Interesse sind vielfältig. Neben dem finanziellen Interesse können Hackerangriffe auch zur Spionage oder Sabotage eingesetzt werden. Mögliche Hackermethoden sind unter anderem: Social Engineering, Trojaner, DoS-Attacken oder Viren.

Physischer Angriff

Die Zielsetzung eines physischen Angriffs ist ähnlich dem eines Hacker­angriffs. Dabei wird nicht auf die Tools eines Hackerangriffs zurückgegriffen, sondern durch das physische Eindringen in Unternehmensgebäude das Ziel erreicht. Häufig sind es Mitarbeiter, die vertrauliche Informationen stehlen, da sie bereits den notwendigen Zugang zu den Daten besitzen.


Obwohl die Erpressung aufgrund der eingesetzten Methoden auch als Hacker­angriff gewertet werden könnte, ergibt eine Differenzierung Sinn. Erpressungsfälle durch Kryptotrojaner sind eines der häufigsten Schadenszenarien für kleinere und mittelständische Unternehmen. Außerdem sind auch Erpressungsfälle denkbar, bei denen sensible Daten gestohlen wurden und ein Lösegeld gefordert wird, damit sie nicht veröffentlicht oder weiterverkauft werden.

Ihre Cyberversicherung sollte zumindet folgende Schäden abdecken:


  • Soforthilfe und Forensik-Kosten (Kosten der Ursachenermittlung, Benachrichtigungskosten und Callcenter-Leistung)
  • Krisenkommunikation / PR-Maßnahmen
  • Systemverbesserungen nach einer Cyber-Attacke
  • Aufwendungen vor Eintritt des Versicherungsfalls

Cyber-Drittschäden (Haftpflicht):

  • Befriedigung oder Abwehr von Ansprüchen Dritter
  • Rechtswidrige elektronische Kommunikation
  • Ansprüche der E-Payment-Serviceprovider
  • Vertragsstrafe wegen der Verletzung von Geheimhaltungspflichten und Datenschutzvereinbarungen
  • Vertragliche Schadenersatzansprüche
  • Vertragliche Haftpflicht bei Datenverarbeitung durch Dritte
  • Rechtsverteidigungskosten


  • Betriebsunterbrechung
  • Betriebsunterbrechung durch Ausfall von Dienstleister (optional)
  • Mehrkosten
  • Wiederherstellung von Daten (auch Entfernen der Schadsoftware)
  • Cyber-Diebstahl: elektronischer Zahlungsverkehr, fehlerhafter Versand von Waren, Telefon-Mehrkosten/erhöhte Nutzungsentgelte
  • Cyber-Erpressung
  • Entschädigung mit Strafcharakter/Bußgeld
  • Ersatz-IT-Hardware
  • Cyber-Betrug