Cybersecurity is no longer a purely technical issue, but a strategic pillar for business continuity and growth. The chief information security officer (CISO) has a crucial role to play. But to make an impact, they need to work closely with the board. Although the CISO is increasingly part of the C-suite and works directly with the CEO, research shows that there are still significant challenges in the alignment between security teams and the boardroom.
TEXT: MICHAEL FANNING IMAGE: ENVATO
One obstacle to cooperation between the CISO and the board is the difference in background and focus. While the CISO thinks in terms of risk management and technical measures, the board thinks in terms of business objectives and growth. This regularly leads to disagreements. For example, CISOs measure success in terms of the impact of security incidents, while directors are more likely to look at the return on security investment. This difference in perception can lead to a lack of support for key security initiatives.
Gap
To bridge the gap between CISOs and the board, both parties must learn to position security as a strategic value rather than a cost. Translating technical risk into business impact is essential – CISOs need to explain how cybersecurity threats affect revenue, reputation and operational continuity, rather than simply highlighting the complexity of the threat. This will help board members see cybersecurity as a core part of the business strategy, rather than a standalone IT issue.
‘CISOs should engage with board members outside of incident reports.’
Relationship building within the boardroom is also crucial. Regular, open and proactive communication creates greater mutual understanding and trust. CISOs should engage with board members outside of incident reports, providing updates on the broader security strategy and demonstrating how it aligns with business objectives.
Strategic decision-making
Using measurable KPIs that align with business objectives is another step in this direction. Rather than reporting on the number of cyber attacks fended off, CISOs can show how security contributes to customer satisfaction, operational efficiency and regulatory compliance. In addition, CISOs should seek to link cyber initiatives to the bottom line where possible. For example, achieving a new compliance certification can open up new markets and lead to X value in new contracts. By linking security goals to broader performance metrics, cybersecurity becomes a factor in strategic decision-making.
Storytelling also plays a role. Rather than simply presenting statistics and reports, CISOs can use real-life scenarios and concrete examples to make the importance of cybersecurity more tangible. A compelling story helps executives understand what is at stake and why certain investments are necessary. CISOs should view meetings with the board not as presentations, but as conversations about cybersecurity. This creates a dialogue rather than a transactional conversation.
Fundamental element
Continuing education is another factor, although this does not need to be as time-consuming as a workshop. Instead, CISOs might consider introducing ‘cybersecurity topics’ at board meetings, such as in-depth analysis of SOC, vulnerability management and identity risk, in bite-sized sessions. This will help to deepen the board’s knowledge of cybersecurity, enabling them to make more informed decisions and foster a culture where cybersecurity is seen as a fundamental element of sustainable growth and innovation, rather than an obstacle.
‘Making better informed decisions and investing in the right measures in time’
In addition, strong cooperation ensures that board members gain a deeper understanding of cybersecurity risks and challenges. When they are better informed about the threats and their potential impact on the organisation, they can make better informed decisions and invest in the right measures in time. This not only prevents incidents, but also strengthens the overall resilience of the organisation.
Not a luxury
In short, a strong relationship between the CISO and the board is not a luxury, it is a must. It requires the CISO to be proactive and act not only as a security expert, but also as a strategic business advisor. By directly linking cybersecurity to business success, organisations can better protect themselves against both current and future threats.
Michael Fanning is chief information security officer at Splunk
