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In the provided article, the author, who is a Chief Information Security Officer (CISO), discusses the challenges and strategies related to maintaining technical expertise while effectively communicating complex cybersecurity issues to stakeholders in a comprehensible manner.
The author emphasizes the importance of understanding the intricacies of technology in order to secure it effectively. This philosophy has driven the author to stay up-to-date with technology trends, collaborate with other security experts, and maintain a deep connection with their technical teams. The author also highlights the value of using simple metaphors to explain complex concepts, leveraging their strong technical background to convey information in a way that is easier for non-technical stakeholders to grasp.
In the context of managing cyber resilience efforts across an enterprise, the author draws parallels to managing different types of risk, categorizing them as good and bad risks. Good risks are those that contribute to business growth and innovation, while bad risks are associated with lacking proper planning and security measures. Balancing these risks requires strong relationships across the organization and constant communication.
The article also discusses the impact of digital initiatives and rapid digital transformation on the CISO’s role. While digital transformation can enhance efficiency and lower risks, challenges arise when new technologies like cloud or SaaS services are introduced without a clear understanding of their security implications. Collaboration between technology vendors, cybersecurity companies, and leadership teams is essential to address these challenges.
In the face of external events that test organizational resilience, the author presents four key principles for effective leadership: communication, agility, constant learning, and adaptability. These principles help leaders navigate uncertainties, learn from experiences, and handle change more effectively.
For a newly appointed CISO tasked with explaining complex cyber regulations to the board, the author suggests researching the backgrounds and industries of board members to tailor explanations to their perspectives. Comparisons to regulations in related industries or significant news events can help the board better understand the issues and recognize the CISO’s commitment to understanding the regulatory landscape.
In summary, the article underscores the need for CISOs to balance technical expertise with effective communication, employing metaphors to simplify complex concepts, and building strong relationships to manage cyber risks across the enterprise. It also highlights the challenges and strategies associated with digital transformation, organizational resilience, and succinctly communicating complex regulations to the board.
How CISOs can succeed in a challenging landscape Reimagining operational resilience and recovery in 2023
#CISOs face mounting demands to develop information security strategies that effectively safeguard their organizations against an ever-evolving threat landscape. A strong information security stance is imperative, but the requirements for security and risk management are intricate and distinct for each organization. The alignment of business priorities and suitable solutions may not always be apparent, while swift results and cost-effective measures are crucial.
In your opinion, what are the key characteristics of an effective CISO? How do you balance technical expertise and leadership skills?
A CISO needs to wear many hats across the business and juggle many competing priorities. They need to be a customer support representative, a product partner, a manager, a visionary, a strategist, and of course, a security expert.
I have found that some of the most important characteristics are to be friendly, honest, and emphatic. Being a friend to the organization and people you work with, rather than leading with just policies and demands, is critical to getting more done and the success of your team.
It may sound counterintuitive, but a good CISO must get out from behind the technology and understand the people they are serving. Of course, you must maintain a high level of technology knowledge, but if you find yourself only sitting in front of a firewall console, you’re probably in the wrong job.
Given the rapid rate of technological change, how should CISOs approach building an organization’s security posture?
With the more-rapidly-than-ever changing environment, you can rarely rely solely on multi-year strategies or multi-quarter roadmaps. You must be ready for constant change and quickly adapt to it.
CISOs must create a security strategy built around anticipating outcomes and a feedback loop to gather information during incidents, assessments, threat analysis, and research. The information gathered should then be turned into metrics which will give insights into if the strategy is working, and, if necessary, how to evolve the strategy.
In today’s business environment, a CISO must communicate complex security issues. How can you ensure you’re understood by all stakeholders, including those who aren’t as tech-savvy
Though CISOs play a lead role in managing an organization’s security posture, it is important that cybersecurity efforts manifest as a shared responsibility across an organization. From new hires to the C-suite, cybersecurity should be a communicated priority for all employees. Everyone should care about security, and if they don’t do it, it’s because they don’t understand something about the situation or ask.
Just as much as a CISO needs to learn about the business, they must also educate other business leaders on what’s out there and the landscape of evolving threats. Then, it’s important to connect these threats and the solutions back to the goals of that part of the business so teams can fully understand the role they can play in mitigating risk.
With declining trust in institutions, how can CISOs help organizations build and maintain trust among customers, employees, and stakeholders?
It’s important to prioritize security and proactively communicate initiatives with stakeholders. However, building and maintaining trust isn’t a one-size-fits-all approach. CISOs must possess the ability to effectively communicate and educate all stakeholders about the specific cyber risks relevant to their organization while also proactively outlining how it is prepared to address those risks. Implementing robust, proactive security measures and emphasizing the protection of sensitive data will reassure customers, stakeholders, and employees alike that their information is secure. Swiftly acting on emerging and existing security threats also reinforces trust and demonstrates an organization’s proactive efforts in addressing threats before they become detrimental.
The role of a CISO encompasses a wide range of responsibilities, including compliance, disaster recovery, and stakeholder management. How can a CISO effectively manage such a diverse portfolio of tasks?
There are three ways I manage competing priorities: Focus, transparency, and accountability. A CISO must focus on the tasks that have the biggest ROIs, and not get distracted by the noise. Leading with transparency will make it clear to everyone within the organization why we are making changes or asks. And finally, security posture and response can only be improved when accountability is clear. And not just accountability of the security team, but accountability from across the organization where everyone understands the responsibility.
By making data-driven decisions and conducting continuous risk assessments, CISOs can strategically allocate resources to high-priority tasks. The delicate balance lies in leading these various aspects while leveraging the expertise of a skilled team to ensure comprehensive security protection across the organization. By staffing a knowledgeable team of security experts and empowering them to take ownership of their day-to-day responsibilities, CISOs can focus their time on providing strategic and executive-level oversight on key issues.
Given the constantly evolving threat landscape, how can a CISO maintain its technological expertise while focusing on leadership and collaboration?
From a leadership standpoint, the CISO is so much more than just security. It’s truly a business leader position, they are collaborating with the other business leaders to share the same resources. CISOs must understand the organizational goals, the customer needs, and the capacity of each team to prioritize security in collaboration with product management, IT leaders, CTO, etc.
CISOs must maintain fundamental technology knowledge but rely on the team’s subject matter expertise for deeper technical aspects. It’s important to find the right training, like CISSP, and vendor-specific certifications, without overwhelming yourself.
Superstar CISOs stand out from the rest due to their acute understanding of the growing threat landscape and the shortage of cybersecurity skills. However, they refuse to succumb to despair and instead leverage their existing assets effectively, notably by recognizing an overlooked security resource: their development teams.
In the era of DevSecOps hype, it’s common to say that security is everyone’s responsibility. But there are limits to what untrained and unmotivated workers – especially those who don’t work in IT – can do to make their organization more secure against cyberthreats.
For example, in the real world, travelers at a busy airport should feel responsible for reporting an unattended bag sitting alone in a suspicious location. However, they aren’t trained to inspect that bag to look for threats or empowered to take any actions on their own. At a company, it’s one thing to make everyone aware of cybersecurity, and another to educate them to make their organization more secure within the context of their role or to use the defensive tools they already have in place to counter threats and squash vulnerabilities.
For that, companies need to invest in upskilling. It’s far better, and oftentimes easier, to invest in the talented, loyal staff that are already a part of your organization than to try and hire new people from the outside. But even then, putting those learning resources in the best place to get the required results is key.
Developers already understand IT since they write much of the code for the programs being used by their organizations. And they are often ready, willing, and able to upskill in cybersecurity to help make them even more amazing at their jobs. Smart CISOs are tapping into that enthusiasm and providing developers with the education pathways they want and need, with the payoff being a reduction in common vulnerabilities (not to mention less pressure on overworked AppSec personnel).
Making sure developers get the right upskilling and support
The best CISOs know that upskilling is critical to success. But not just any training will do, especially for the development community who already have a good baseline understanding of IT. A “check-the-box” program won’t offer much return on investment and will likely frustrate developers into poor performance and a lifelong hatred of working with security teams.
Likewise, any solution that impedes their workflow, fails to stay agile with enterprise security goals, or cannot deliver the right education at the right time in an easily digestible format, is unlikely to result in foundational security awareness or skills.
Other secrets of superstar CISOs
Exemplary CISOs are also able to address other key pain points that traditionally flummox good cybersecurity programs, such as the relationships between developers and application security (AppSec) teams, or how cybersecurity is viewed by other C-suite executives and the board of directors.
For AppSec relations, good CISOs realize that developer enablement helps to shift security farther to the so-called left and closer to a piece of software’s origins. Fixing flaws before applications are dropped into production environments is important, and much better than the old way of building code first and running it past the AppSec team at the last minute to avoid those annoying hotfixes and delays to delivery. But it can’t solve all of AppSec’s problems alone. Some vulnerabilities may not show up until applications get into production, so relying on shifting left in isolation to catch all vulnerabilities is impractical and costly.
There also needs to be continuous testing and monitoring in the production environment, and yes, sometimes apps will need to be sent back to developers even after they have been deployed. A great CISO, with a foot in development and security, can smooth out those relations and keep everyone working as a team.
Getting other C-suite executives onboard with better security might be an even more difficult challenge, with leadership outside the CISO and CIO normally looking at business objectives and profits before anything else. To counter that, superstar CISOs know how to show a direct correlation between better, more mature cybersecurity and increased revenue, and how it can even provide a competitive advantage against the competition.
It’s not easy being a CISO, and certainly more challenging than at any other point in history. But those CISOs who master that adversity are becoming true superstars within their companies and communities. They competently employ agile developer upskilling, champion security culture, streamline relationships between the traditional rivals of development and AppSec teams, and encourage leadership to foster a security-first approach from the top down.
In today’s evolving digital landscape, the role of a chief information security officer (CISO) is critical. These professionals defend against the rising tide of daily cyberthreats. Yet we’re seeing a trend: Many CISOs are leaving or considering leaving their jobs, a phenomenon coined the “Great CISO Resignation.”
This trend seems to reflect the intense pressure CISOs endure. They face a constant stream of complex cyberthreats, manage compliance issues and struggle with a talent deficit in cybersecurity. Paired with high expectations, many reconsider their roles, which can lead to a leadership gap.
However, this situation opens a strategic opportunity for innovation. As the founder and president of a company that offers virtual chief information security officer (vCISO) services, I’ve seen this model gaining momentum.
Understanding The vCISO Model
A vCISO is an outsourced security practitioner or provider who offers their expertise to businesses on a part-time or contractual basis.These professionals provide many of the same services as a traditional CISO, such as developing and implementing security strategies, ensuring compliance with regulations, training staff and managing a company’s cybersecurity posture. The key difference is that vCISOs offer these services remotely and often to multiple companies at once.
This model brings flexibility and scalability, allowing businesses to tailor cybersecurity leadership to their specific needs. It also provides access to a breadth of expertise that is often unaffordable in a full-time, in-house CISO.
Leveraging The vCISO Model Amid The CISO Exodus
With the current trend of CISOs leaving their positions, the vCISO model offers a practical solution to maintain cybersecurity leadership. Here are some ways businesses can take advantage of this model:
Plug Leadership Gaps Quickly
When a CISO departs, they leave a leadership void that’s hard to fill quickly, especially considering the shortage of cybersecurity talent. By leveraging a vCISO, businesses can plug this gap swiftly, ensuring continued oversight and direction in their cybersecurity efforts.
Access A Broader Skill Set
vCISOs, often being part of a larger team, can bring a wide range of experiences and skills. They are exposed to diverse security landscapes across industries, which can provide a fresh perspective and innovative solutions to your security challenges.
Cost Efficiency
Hiring a full-time CISO can be prohibitively expensive for some companies. vCISO services, on the other hand, can be scaled to fit budgetary constraints, giving businesses access to top-tier security leadership without as much of a hefty price tag.
Flexibility And Scalability
As your business grows and evolves, so too can your cybersecurity needs. A vCISO’s flexible engagement model means you can scale cybersecurity leadership to match your changing requirements.
Deciphering The vCISO Selection: A Strategic Perspective
Selecting the right virtual chief information security officer is pivotal to the success of your cybersecurity strategy, especially in the wake of the “Great CISO Resignation.” You’re essentially recruiting an outsourced leader who can help guide your organization’s information security infrastructure and strategy, so you need to ensure that they not only have the expertise but that they also align with your organization’s culture and values. Here are some strategic suggestions for identifying the perfect vCISO for your business:
Evaluate Their Background And Experience
Start by examining the vCISO’s professional background. This includes their level of experience in your specific industry, as well as their familiarity with the size and type of businesses like yours. Their past roles and achievements can provide valuable insight into their ability to handle the unique cybersecurity threats and risks your business may face. Don’t hesitate to ask for a detailed track record of their experience and successes.
Assess Their Expertise
Probe into their knowledge of current cybersecurity trends, their ability to create a cybersecurity strategy, their understanding of regulatory requirements that are relevant to your industry and their experience in managing security incidents. You should also ask about their experience with various cybersecurity tools and technologies. A vCISO’s expertise should encompass not only tactical but also strategic thinking and planning.
Understand Their Approach
Get a sense of their management style, communication skills and approach to problem-solving. Cybersecurity is a team effort, so the vCISO needs to effectively work with and guide your in-house team. Are they able to communicate complex security concepts in a way that everyone in your organization can understand? Can they foster a security-first culture within the company?
Determine Alignment With Business Goals
The right vCISO should understand your business strategy and align security strategies to business objectives. They should be able to strike a balance between the necessary security measures and the operational needs of your company.
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Due to their distinct perspectives, board members and CISOs often have differing views on cyber attack risks. The discrepancy arises when boards need cybersecurity expertise, need help comprehending technical jargon, or when CISOs need to communicate in business language.
In this Help Net Security interview, David Christensen, CISO of PlanSource, proposes strategies to understand and acknowledge the broader organizational and strategic implications of cybersecurity risk management, strategy, and governance.
Board members and CISOs often do not see eye-to-eye on the risk of cyber attacks. In your opinion, what is the primary cause of this discrepancy?
A difference in perspective is a fundamental reason board members and CISO are not always aligned. Board members typically have a much broader view of the organization’s goals, strategies, and overall risk landscape, where CISOs are responsible for assessing and mitigating cybersecurity risk. These differences in perspectives lead to contrasting priorities and risk assessments. However, when board members and CISOs do not see eye-to-eye on the risk of cyber attacks, it’s often a result of the board lacking cybersecurity expertise among its members, the complexity with understanding the topic and CISOs who focus too heavily on technical language during their discussions with the board.
Communicating cyber risk to the board requires the CISO to understand the audience, translating technical jargon into business language, allowing the board to see the CISO as a strategic partner. Becoming the strategic partner also requires CISOs to view their cybersecurity investments in terms of ROI to help the board understand the importance of an investment against competing priorities and spend.
CISOs need to also understand that board members often have a shorter time horizon for decision-making, focusing on quarterly or annual performance, in contrast to CISOs being more attuned to the potential long-term impacts of cyber attacks and advocating for proactive measures. This misalignment in time horizons can contribute to disparities in risk perceptions.
How can a CISO effectively translate technical jargon into business language that board members can understand and engage with? Do you have any specific strategies or approaches in mind?
A CISO needs to understand the knowledge and background of the board members to be able to translate technical jargon into business language and something familiar with the target audience. I approach this by relating technical jargon to everyday situations or business scenarios, something the board can easily grasp.
To be effective at this style of communication, I collaborate with other business leaders outside of the technology groups to optimize business alignment. Focusing on the potential business impact of cybersecurity risk also allows a CISO to frame technical issues in terms of their consequences such as financial loss or damage to the company’s brand.
It is equally important to be concise and avoid over-embellishing cyber-risks, while still focusing on the strategic objectives you are asking the board to weigh in on. To bridge the gap between board members and CISOs to promote the mitigation of cyber-risk, it is essential that a CISO enhance communication, educate board members about cybersecurity risks and promote a collaborative approach to decision making.
Many boards still see cybersecurity as a purely technical issue. What strategies can they employ to understand and acknowledge the broader organizational and strategic implications of cybersecurity?
For boards to better understand and acknowledge the broader organizational and strategic implications of cybersecurity, there needs to be a shift in how cyber-risk is viewed and approached. Boards can start by overcoming the common CISO-board disconnect that exists, developing a direct and strategic relationship with the CISO that continues outside of board meetings. Boards should also allocate more of their time to the topic of cybersecurity and allow the CISO to communicate risk to the board beyond just a handful of quarterly slides. Cybersecurity expertise also needs to be a part of a board’s composition, by including directors with a blend of business and cyber experience.
How do you envision the proposed amendments by the SEC changing the way boards approach cybersecurity risk management, strategy, and governance?
When the proposed amendments by the SEC become a reality, I envision boards putting more attention on cybersecurity issues. The hope is that these changes will lead boards to dedicate more resources, time, and expertise to assessing, managing and mitigating cybersecurity risk before they are impacted by an incident.
I would then expect this to result in boards establishing or enhancing governance structures related to cybersecurity, leading to them defining clear roles and responsibilities for cybersecurity oversight, and ultimately the presence of cybersecurity expertise at the board level. These amendments are also going to encourage boards to integrate cybersecurity considerations into their overall business strategy.
In your view, what concrete steps can board members take to improve their understanding of cybersecurity-induced risks and evaluate plans to manage them effectively?
Boards members should actively educate themselves about cybersecurity, attending training, workshops and conferences on the topic that can help them stay updated on emerging threats and latest trends. Boards should also establish a dedicated cybersecurity committee made up of members with relevant expertise to help assess and oversee cybersecurity initiatives within an organization.
The board should also engage with cybersecurity experts and consultants to gain insights into the specific risks and challenges facing their organization. In addition, boards should require their organizations conduct regular risk assessments, as well as reviewing cybersecurity reports, which will provide an overview of the organization’s cybersecurity posture.
Unless you really are superhuman, you can’t expect to do all those things (and more) exceptionally well … so a more pragmatic approach starts with self-awareness and a personal/career strategy. One possibility is to run a SWOT analysis on yourself:
What are your Strengths as a person – not just the areas where you clearly shine and the achievements you are most proud of, but the things likely to be brought up in your eulogy?
In what areas are you comparatively Weak? What causes you the most stress or grief? What parts of the job would you prefer to shy away from, given the choice?
Where are your Opportunities to grow, develop, mature and flourish? In career terms, what would take you to “the next level”? Are there things you can plan and prepare for?
What about the Threats, the things (or people or situations …) that might derail you from your path to ultimate success?
Hinson tip: if you find this process confusing and awkward, discreetly seek the assistance and guidance of close colleagues, friends and family members. Google for HR tools and techniques such as the Myers-Briggs approach. Take a cold, hard, dispassionate look at your own CV: if you were tasked to appoint your own replacement before leaving the organisation, would your CV pass muster? What might raise concerns among the interview panel? Which aspects beg questions? Issues from your past will naturally dissolve over time, but perhaps you can address them more proactively to speed-up the dissipation, for example through self-study, training or seeking out chances to make and demonstrate progress. Making a genuine effort will highlight matters to bring up (or avoid!) at annual bonus appraisal or interview time so there’s a pay-off to aim for. Literally.
As career advice goes, that’s all very well … but in essence it applies to almost any management position, so what’s different about the pragmatic CISO?
Pragmatism in this area involves acknowledging that, with the best will in the world, we cannot all reach and stay at the very top of our game all the time. When the going gets hard, we may struggle, stumble, perhaps even fall … which is when the value of preparation, resilience and contingency thinking comes into play. Being sacked or made redundant, for instance, is as much an opportunity to seize as an issue to overcome.
Optimism is another aspect. Pragmatism typically involves tolerating higher information risks in the interest of not overly constraining the business. Keep your natural paranoia in check by cutting some slack for information risk owners who elect to accept risks that you, personally, would not. As a competent professional advisor, your job is simply to make sure the risk owners are well informed and understand the risks – and for that you are accountable. If they decide to overrule your advice for business reasons, they are accountable for their decisions – and fair enough: they understand the business context better than you. Maybe, in fact, they are correct.
Teamwork is another part of the solution. If you admit to being comparatively weak in, say, constantly scanning the horizon for emerging risks, it might just be the very thing that someone in your team, a colleague elsewhere in the organisation, or an external advisor might excel at – so work with them. If they are junior to you, taking on the additional responsibility may be an excellent opportunity for them, and a chance to deepen your relationship.
Chief Information Security Officers (CISOs) hold a critical and challenging role in today’s rapidly evolving cybersecurity landscape. Here are the common security challenges CISOs face.
As organizations increasingly rely on technology to drive their operations, CISOs face complex security challenges that demand their expertise and strategic decision-making.
These challenges arise from the constant emergence of sophisticated cyber threats, the need to protect sensitive data, and the ever-evolving regulatory landscape.
The role of a CISO requires balancing proactive risk mitigation with the ability to respond swiftly to incidents and breaches.
This article will delve into the top challenges CISOs face, including protecting digital assets, managing security incidents, ensuring compliance, dealing with insider threats, and the relentless pursuit of cyber resilience.
By understanding these challenges, CISOs can develop robust cybersecurity strategies and lead their organizations toward a secure and resilient future.
Who is a CISO?
Chief Information Security Officer (CISO) is a senior executive responsible for overseeing and administering an organization’s information security plan.
A CISO’s primary responsibility is safeguarding the confidentiality, availability, and integrity of an organization’s information assets and systems.
They are accountable for creating and enforcing strategies, policies, and procedures to defend against cyber threats, protect sensitive data, and mitigate security risks.
CISOs play a crucial role in maintaining an organization’s security posture by establishing and enforcing security standards, conducting risk assessments, and implementing appropriate security controls.
They collaborate with other executives, IT teams, and stakeholders to align security initiatives with business objectives and ensure that security measures are integrated into the organization’s operations.
In addition to their technical expertise, CISOs often engage in risk management, incident response planning, security awareness training, and compliance with regulatory requirements.
They stay updated on the latest cybersecurity trends, threats, and technologies to address emerging risks and implement appropriate security measures effectively.
The role of a CISO has become increasingly important as cyber threats evolve in complexity and frequency.
CISOs are responsible for safeguarding the organization’s sensitive information, maintaining the trust of customers and stakeholders, and ensuring business continuity in the face of cybersecurity challenges.
What are all the Roles and Responsibilities of CISO?
Developing and Implementing Information Security Strategy: The CISO is responsible for developing and implementing an overarching information security strategy aligned with the organization’s business objectives. This includes setting security goals, defining security policies and procedures, and establishing risk management frameworks.
Leading the Security Team: The CISO manages and provides leadership to the security team, including hiring, training, and supervising security personnel. They ensure the team has the necessary skills, resources, and support to carry out their responsibilities effectively.
Overseeing Security Operations: The CISO oversees day-to-day security operations, including incident response, vulnerability management, threat intelligence, and security monitoring. They ensure appropriate controls, technologies, and processes are in place to protect the organization’s assets.
Risk Management: The CISO is responsible for identifying and assessing security risks to the organization’s information systems and assets. They develop and implement risk management strategies to safeguard critical data and systems, including risk mitigation, transfer, and acceptance.
Compliance and Regulatory Requirements: The CISO ensures that the organization complies with relevant security regulations, industry standards, and legal requirements. They stay updated on emerging regulations and ensure appropriate controls and processes are in place to meet compliance obligations.
Security Incident Response: The CISO leads the organization’s response to security incidents, including data breaches, malware attacks, and other security breaches. They establish incident response plans, coordinate efforts, and collaborate with relevant stakeholders, such as legal, PR, and law enforcement agencies.
Security Awareness and Training: The CISO promotes a culture of security awareness throughout the organization. They develop and deliver security awareness programs and training initiatives to educate employees on security best practices and minimize human-related security risks.
Vendor and Third-Party Risk Management: The CISO assesses and manages security risks associated with third-party vendors and partners. They establish vendor security requirements, conduct due diligence, and monitor compliance with security standards and contractual obligations.
Security Governance and Reporting: The CISO provides regular reports and updates on the organization’s security posture to executive management, board members, and other relevant stakeholders. They ensure that security metrics and key performance indicators (KPIs) are established to measure the effectiveness of security programs.
Incident Investigation and Forensics: In the event of security incidents, the CISO oversees the investigation and forensic analysis to identify the root cause, assess the impact, and prevent future occurrences. As required, they collaborate with internal and external resources, such as forensic experts and law enforcement agencies.
Security Challenges CISOs Face
CISOs face various common security challenges as they strive to protect their organizations’ digital assets and information. Perimeter 81 Guide helps CISOs to prevent their network from being at Risk. Some of the key challenges they encounter include:
Sophisticated Cyberattacks: CISOs must defend against increasingly sophisticated cyber threats, including advanced persistent threats (APTs), ransomware attacks, social engineering, and zero-day exploits. These attacks can bypass traditional security measures and require constant vigilance and adaptive security strategies.
Insider Threats: CISOs need to address the risks posed by insiders, including employees, contractors, or partners who have authorized access to systems and data. Insider threats can involve accidental data breaches, negligence, or malicious intent, requiring a balance between enabling productivity and implementing controls to prevent unauthorized access or data leakage.
Compliance and Regulatory Requirements: CISOs must ensure their organizations comply with industry-specific regulations, such as GDPR, HIPAA, PCI-DSS, or SOX, and evolving privacy laws. Navigating complex compliance requirements and maintaining a robust security posture to meet these standards can be a significant challenge.
Cloud Security: As organizations increasingly adopt cloud services and infrastructure, CISOs must address the unique security challenges associated with cloud computing. This includes securing data stored in the cloud, managing access controls, and ensuring the security of cloud service providers (CSPs) and their environments.
Security Skills Gap: CISOs often need more skilled cybersecurity professionals. The industry’s rapid growth and evolving threat landscape have resulted in high demand for cybersecurity talent, making recruiting and retaining qualified professionals challenging.
Third-Party Risk: Organizations rely on third-party vendors and suppliers, introducing potential security risks. CISOs must assess the security posture of third parties, establish contractual security obligations, and monitor their adherence to security standards to mitigate the risk of breaches through these external connections.
Security Awareness and Training: Human error remains a significant factor in cybersecurity incidents. CISOs must promote a strong security culture, provide regular training and awareness programs, and educate employees about cybersecurity best practices to minimize the risk of social engineering, phishing attacks, and other user-related vulnerabilities.
Incident Response and Recovery: CISOs must develop and test robust incident response plans to manage and recover from security incidents effectively. This involves identifying and containing breaches, conducting forensic investigations, and implementing remediation measures to minimize the impact and prevent future incidents.
Emerging Technologies: Adopting technologies like the Internet of Things (IoT), artificial intelligence (AI), and blockchain introduces new security challenges. CISOs must understand the security implications of these technologies, assess risks, and implement appropriate controls to protect against potential vulnerabilities and attacks.
Budget and Resource Constraints: CISOs often face budget limitations and the need to prioritize security initiatives. Balancing the allocation of resources to address immediate security needs while investing in long-term security capabilities can be a significant challenge.
What are the Security Compliance CISO Should Follow
As a Chief Information Security Officer (CISO), there are several security compliance frameworks and regulations that you should consider following, depending on the nature of your organization and its operations. Here are some of the key security compliance frameworks and regulations:
General Data Protection Regulation (GDPR): If your organization deals with the personal data of individuals in the European Union (EU), GDPR sets requirements for the protection, processing, and transfer of personal data. It includes principles for data minimization, consent, data breach notification, and the rights of individuals.
Payment Card Industry Data Security Standard (PCI DSS): PCI DSS applies to organizations that handle credit card information. It sets requirements for securing payment card data, including network security, encryption, access controls, and regular vulnerability assessments.
Health Insurance Portability and Accountability Act (HIPAA): HIPAA applies to organizations in the healthcare industry that handle protected health information (PHI). It establishes requirements for the privacy and security of PHI, including access controls, encryption, risk assessments, and breach notification.
Sarbanes-Oxley Act (SOX): SOX applies to publicly traded companies in the United States. It sets requirements for financial reporting and establishes controls and processes to ensure the accuracy and integrity of financial statements. While not solely focused on security, it includes provisions for protecting financial data.
National Institute of Standards and Technology (NIST) Cybersecurity Framework: The NIST Cybersecurity Framework provides guidelines and best practices for managing cybersecurity risks. It covers risk assessment, security controls, incident response, and continuous monitoring.
ISO 27001: ISO 27001 is an international standard that provides a framework for establishing, implementing, maintaining, and continually improving an information security management system (ISMS). It covers various aspects of information security, including risk management, access controls, incident management, and security awareness.
Federal Information Security Management Act (FISMA): FISMA applies to U.S. federal agencies and sets requirements for securing federal information and systems. It mandates risk assessments, security controls, incident response planning, and continuous monitoring.
Security Challenges CISOs Face to Manage Security Team
Managing a security team as a Chief Information Security Officer (CISO) requires effective leadership, communication, and coordination. Here are some key aspects to consider when managing a security team:
Establish Clear Roles and Responsibilities: Clearly define the roles and responsibilities of each team member to ensure everyone understands their specific duties and areas of expertise. This clarity helps streamline operations and avoid confusion.
Set Goals and Objectives: Define strategic goals and objectives for the security team aligned with the organization’s overall security strategy. Communicate these goals to the team and regularly track progress to ensure everyone is working towards the same objectives.
Provide Guidance and Mentorship: Offer team members guidance, mentorship, and professional development opportunities. Encourage skill development, certifications, and staying up-to-date with the latest security trends and technologies—support team members in their career growth.
Foster Collaboration and Communication: Promote a collaborative and open communication culture within the team. Encourage knowledge sharing, cross-functional collaboration, and effective communication channels. Regular team meetings, brainstorming sessions, and updates are valuable for aligning efforts.
Support Decision-Making: Empower team members to make decisions within their areas of responsibility. Provide guidance and support when needed, but encourage autonomy and ownership in decision-making. Foster an environment where team members feel comfortable taking calculated risks.
Establish Incident Response Procedures: Develop clear incident response procedures and ensure the team is well-prepared to handle security incidents effectively. Conduct regular drills, tabletop exercises, and simulations to test and improve the team’s incident response capabilities.
Stay Informed and Adapt: Stay up-to-date with the latest security threats, industry trends, and best practices. Encourage continuous learning and professional development for the team. Adapt security strategies and measures as the threat landscape evolves.
Collaborate with Other Departments: Work closely with other departments, such as IT, legal, HR, and executive management, to ensure security initiatives are aligned with business objectives and integrated into overall organizational operations. Build relationships and foster a culture of security awareness throughout the organization.
Regularly Evaluate and Improve: Regularly evaluate the team’s performance, processes, and procedures. Collect feedback from team members and stakeholders to identify areas for improvement. Implement changes and adjustments as necessary to enhance the team’s effectiveness and efficiency.
Lead by Example: Demonstrate strong leadership skills, integrity, and a commitment to security best practices. Lead by example in adhering to security policies and procedures. Encourage a positive and supportive work environment.
Final Thoughts
CISOs face many common security challenges as protectors of their organization’s digital assets and information.
From sophisticated cyberattacks and insider threats to compliance requirements and resource constraints, these challenges highlight the complex and evolving nature of the cybersecurity landscape.
CISOs must navigate these challenges by adopting a proactive and strategic approach to security, leveraging advanced technologies, fostering a strong security culture, and collaborating with stakeholders.
To overcome these challenges, CISOs must stay abreast of emerging threats, continuously evaluate and improve their security measures, and prioritize investments in critical security capabilities.
They must also foster strong partnerships with internal teams, third-party vendors, and industry peers to collectively address security challenges and share best practices.
While the security challenges CISOs face may seem daunting, they also present opportunities for innovation and growth.
By effectively addressing these challenges, CISOs can enhance their organizations’ security posture, safeguard critical assets, and instill confidence in customers and stakeholders.
Ultimately, the role of a CISO requires a comprehensive and adaptable approach to cybersecurity, where staying one step ahead of threats and continuously improving security measures are paramount.
By embracing these challenges, CISOs can help shape a secure and resilient future for their organizations in an increasingly interconnected and threat-filled digital landscape.
Salt Security has released key findings from its ‘State of the CISO’ report. Conducted by Global Surveyz for Salt, the global CISO survey gathered feedback from 300 CISOs/CSOs around the world on issues resulting from digital transformation and enterprise digitalization.
The results highlight significant CISO challenges including the biggest security control gaps they must manage, the most significant personal struggles they face, and the impact that broader global issues are having on their ability to deliver effective cyber security strategies.
Today’s digital-first economy has transformed the role of the modern CISO, increasing threats and changing security priorities.
Key findings include:
89 percent of CISOs report that the rapid deployment of digital services has generated unforeseen risks to securing critical business data.
Digital initiatives have produced new individual concerns, the top being the risk of personal liability and litigation resulting from security breaches, with 48 percent of CISOs citing that challenge.
94 percent of CISOs worldwide say the speed of AI adoption is the macro dynamic having the greatest impact on their role.
95 percent of CISOs plan to prioritize API security over the next two years, a 12 percent increase compared with that priority two years ago.
Biggest CISO challenges in a digital-first economy
The 2023 report shows that the digital-first economy has brought new security challenges for CISOs. Interestingly, most of the challenges cited by CISOs represent nearly equal levels of concern, forcing CISOs to address multiple challenges at the same time.
CISOs cite the following top security challenges:
Lack of qualified cyber security talent to address new needs (40 percent)
Inadequate adoption of software (36 percent)
Complexity of distributed technology environments (35 percent)
Increased compliance and regulatory requirements (35 percent)
Difficulties justifying the cost of security investments (34 percent)
Getting stakeholder support for security initiatives (31 percent)
Also notable, while most CISOs (44 percent) report security budgets are about 25 percent higher than two years ago, nearly 30 percent identify lack of budget to address new security challenges from digital transformation as a key challenge, and 34 percent of CISOs cite difficulty justifying the cost of security investments as a challenge.
Supply chain and APIs top security control gaps
Two thirds of CISOs state that they have more new digital services to secure compared to 2021. In addition, 89 percent of CISOs state that the rapid introduction of digital services creates unforeseen security risks in protecting their companies’ vital data. API adoption and supply chain/third party vendors presented the two highest security control gaps in organizations’ digital initiatives. CISOs rank security control gaps resulting from digital initiatives as follows:
Supply chain/third party vendors (38 percent)
API adoption (37 percent)
Cloud adoption (35 percent)
Incomplete vulnerability management (34 percent)
Outdated software and hardware (33 percent)
Shadow IT (32 percent).
Global trends impacting the CISO role
The vast majority of CISOs admit to feeling the impact of a number of global trends. More CISOs cited the speed of AI adoption as having significant impact, followed by macro-economic uncertainty, the geo/political climate, and layoffs. Specific CISO responses regarding the impact of global trends were:
Speed of AI adoption (94 percent)
Macro-economic uncertainty (92 percent)
Geo/political climate (91 percent)
Layoffs (89 percent)
Threat of litigation and increased liability top CISOs’ personal concerns
The digital-first economy has also impacted CISOs on a personal level. Among the personal challenges reported were:
Concerns over personal litigation stemming from breaches (48 percent)
Increased personal risk/liability (45 percent)
Expanded responsibilities and not enough time to fulfill (43 percent)
Increased job-related stress (38 percent)
Bigger teams to manage (37 percent)
Nearly 50 percent of CISOs cite litigation concerns. With several high-profile CISO lawsuits making waves recently, CISOs are fearful of being found personally liable in the event of a breach, putting their livelihood at risk.
CISOs say their boards of directors are knowledgeable about cyber risks and mitigation
On a positive note, 96 percent of CISOs worldwide report that their boards of directors are knowledgeable or very knowledgeable about cyber security issues. In addition, the survey showed that 26 percent of CISOs present to the board on cyber risks mitigation and business exposure once a quarter or more, and 57 percent present to the board at least once every six months.
As these breaches continue to make headlines, the time is now for boardroom executives to take on the responsibility of setting the tone for cybersecurity across the company. After all, instilling priorities at the board level and having that message trickle down across the company is a key tenet of business success.
But is cybersecurity treated differently? Some would argue that while cyber is certainly a priority in boardroom discussions, execs have still yet to take full responsibility for their security posture and often silo this to SecOps teams or their CISO. Given the potential for ransomware to destabilize operations, finances, and reputation, more execs should put cybersecurity front and center on the agenda. Perhaps they would if they understood the truth of what they were looking at.
Why isn’t the board on-board?
While organizations around the world continue their journey to cyber-maturity, companies that don’t engage with the boardroom directly on cybersecurity are opening the door to serious risk in the future. This lack of engagement can be due to several variables, including lack of strong board cybersecurity expertise/experience, or simply an underestimation of risk. CISOs, whether they are in that boardroom or not, will recognize that this must change, and that change can only come from clearer communication of risk.
If you want the board to take more of an interest in cybersecurity or fully grasp the risk of not making it a priority for the company, then you need to speak to their level of risk. They want the ground truth, spoken to them in a way they understand and cuts through the technical jargon. How will the consequences of not doing this affect their bottom line? How will a ransomware attack affect their reputation? Why is this a priority right now?
The CISOs among us may feel like they’ve been trying to have this conversation to no avail, but the risk of getting lost in translation is far too high. To engage the board, you need to clearly demonstrate the direct link between what happens if a hacker finds a vulnerability in your network and how badly things can go wrong as a result. If you speak a truth that they understand, you’ll unlock the trust, transparency and cooperation that is needed to give cybersecurity the attention it deserves at all levels of the business. Red teams can help you achieve this.
Red teams and “offensive security”
What red teams can give CISOs is the cold, hard truth of how their network stacks up against threats that could be ruinous to the business. Red teams leave no stone unturned and pull on every thread until it unravels. This shines light on the vulnerabilities that will harm the finances or reputation of the business.
With a red team, objective-based continuous penetration testing (led by experts that know attackers’ best tricks) can relentlessly scrutinize the attack surface to explore every avenue that could lead to a breakthrough. This proactive, “offensive security” approach will give a business the most comprehensive picture of their attack surface that money can buy, mapping out every possibility available to an attacker and how it can be remediated.
It is also not limited to testing the technology stack; for businesses concerned that their employees are susceptible to social engineering attacks, red teams can emulate social engineering scenarios as part of their testing. A stringent social engineering assessment program should not be overlooked in favor of only scrutinizing weaknesses in IT infrastructure. Cybersecurity is a human problem that needs humans to create a solution, using the available technology.
Get the facts, earn their trust
For CISOs, the evidence from red teams gives the who, what, when and how of how their attack surface stands up to scrutiny, with none of the negative consequences of a malicious breach. This is the evidence they can take to the board and confidently state the case for cybersecurity to be taken seriously at the exec level and gain the trust they need to put their best foot forward against ransomware.
For the board, they will simultaneously see the big picture of threats to their attack surface, but also be presented with a plan for remediation. They can trust the IT team that everything is being done to resolve vulnerabilities before it can affect the business. And because red teams have the knowledge to accurately gauge how urgent of a risk each vulnerability is, the presentation can zero-in on what needs to be done immediately, keeping these discussions succinct and solutions focused.
Once that trust has been built, red teams make it easy for the board to stay updated on cybersecurity. Continuous penetration testing persists even after vulnerabilities are remediated to make sure that the problem is truly fixed. This means cybersecurity always has its place on the agenda and there is transparency between CISOs and execs on how the organization is proactively looking to patch vulnerabilities, before an attacker knows they exists.
If an organization’s cybersecurity is not receiving the attention it deserves, then the board needs to know. However, it can be hard to get engagement from the wxecs if the information security team don’t speak “board language”. By deploying the expertise of a red team, you’ll have the facts you need to cut to the heart of what these decision-makers really care about with hard evidence of the risks they are facing, unlocking the support from the top needed to keep the entire business secure.
An essential aspect of organizational operations is effectively responding to and returning from a disruptive event, commonly called disaster recovery.
The primary objective of DR techniques is to restore the utilization of crucial systems and IT infrastructure following a disaster. To proactively tackle such scenarios, organizations conduct a comprehensive assessment of their systems and establish a formal document that serves as a guiding framework during times of crisis. This document is commonly known as a disaster recovery plan.
In this Help Net Security video, Chris Groot, General Manager of Cove Data Protection at N-able, discusses enterprise CISOs’ challenges with disaster recovery.
Chief Information Security Officers (CISOs) hold a critical and challenging role in today’s rapidly evolving cybersecurity landscape. Here are the common security challenges CISOs face.
As organizations increasingly rely on technology to drive their operations, CISOs face complex security challenges that demand their expertise and strategic decision-making.
These challenges arise from the constant emergence of sophisticated cyber threats, the need to protect sensitive data, and the ever-evolving regulatory landscape.
The role of a CISO requires balancing proactive risk mitigation with the ability to respond swiftly to incidents and breaches.
This article will delve into the top challenges CISOs face, including protecting digital assets, managing security incidents, ensuring compliance, dealing with insider threats, and the relentless pursuit of cyber resilience.
By understanding these challenges, CISOs can develop robust cybersecurity strategies and lead their organizations toward a secure and resilient future.
Who is a CISO?
Chief Information Security Officer (CISO) is a senior executive responsible for overseeing and administering an organization’s information security plan.
A CISO’s primary responsibility is safeguarding the confidentiality, availability, and integrity of an organization’s information assets and systems.
They are accountable for creating and enforcing strategies, policies, and procedures to defend against cyber threats, protect sensitive data, and mitigate security risks.
CISOs play a crucial role in maintaining an organization’s security posture by establishing and enforcing security standards, conducting risk assessments, and implementing appropriate security controls.
They collaborate with other executives, IT teams, and stakeholders to align security initiatives with business objectives and ensure that security measures are integrated into the organization’s operations.
In addition to their technical expertise, CISOs often engage in risk management, incident response planning, security awareness training, and compliance with regulatory requirements.
They stay updated on the latest cybersecurity trends, threats, and technologies to address emerging risks and implement appropriate security measures effectively.
The role of a CISO has become increasingly important as cyber threats evolve in complexity and frequency.
CISOs are responsible for safeguarding the organization’s sensitive information, maintaining the trust of customers and stakeholders, and ensuring business continuity in the face of cybersecurity challenges.
What are all the Roles and Responsibilities of CISO?
Developing and Implementing Information Security Strategy: The CISO is responsible for developing and implementing an overarching information security strategy aligned with the organization’s business objectives. This includes setting security goals, defining security policies and procedures, and establishing risk management frameworks.
Leading the Security Team: The CISO manages and provides leadership to the security team, including hiring, training, and supervising security personnel. They ensure the team has the necessary skills, resources, and support to carry out their responsibilities effectively.
Overseeing Security Operations: The CISO oversees day-to-day security operations, including incident response, vulnerability management, threat intelligence, and security monitoring. They ensure appropriate controls, technologies, and processes are in place to protect the organization’s assets.
Risk Management: The CISO is responsible for identifying and assessing security risks to the organization’s information systems and assets. They develop and implement risk management strategies to safeguard critical data and systems, including risk mitigation, transfer, and acceptance.
Compliance and Regulatory Requirements: The CISO ensures that the organization complies with relevant security regulations, industry standards, and legal requirements. They stay updated on emerging regulations and ensure appropriate controls and processes are in place to meet compliance obligations.
Security Incident Response: The CISO leads the organization’s response to security incidents, including data breaches, malware attacks, and other security breaches. They establish incident response plans, coordinate efforts, and collaborate with relevant stakeholders, such as legal, PR, and law enforcement agencies.
Security Awareness and Training: The CISO promotes a culture of security awareness throughout the organization. They develop and deliver security awareness programs and training initiatives to educate employees on security best practices and minimize human-related security risks.
Vendor and Third-Party Risk Management: The CISO assesses and manages security risks associated with third-party vendors and partners. They establish vendor security requirements, conduct due diligence, and monitor compliance with security standards and contractual obligations.
Security Governance and Reporting: The CISO provides regular reports and updates on the organization’s security posture to executive management, board members, and other relevant stakeholders. They ensure that security metrics and key performance indicators (KPIs) are established to measure the effectiveness of security programs.
Incident Investigation and Forensics: In the event of security incidents, the CISO oversees the investigation and forensic analysis to identify the root cause, assess the impact, and prevent future occurrences. As required, they collaborate with internal and external resources, such as forensic experts and law enforcement agencies.
Security Challenges CISOs Face
CISOs face various common security challenges as they strive to protect their organizations’ digital assets and information. Perimeter 81 Guide helps CISOs to prevent their network from being at Risk. Some of the key challenges they encounter include:
Sophisticated Cyberattacks: CISOs must defend against increasingly sophisticated cyber threats, including advanced persistent threats (APTs), ransomware attacks, social engineering, and zero-day exploits. These attacks can bypass traditional security measures and require constant vigilance and adaptive security strategies.
Insider Threats: CISOs need to address the risks posed by insiders, including employees, contractors, or partners who have authorized access to systems and data. Insider threats can involve accidental data breaches, negligence, or malicious intent, requiring a balance between enabling productivity and implementing controls to prevent unauthorized access or data leakage.
Compliance and Regulatory Requirements: CISOs must ensure their organizations comply with industry-specific regulations, such as GDPR, HIPAA, PCI-DSS, or SOX, and evolving privacy laws. Navigating complex compliance requirements and maintaining a robust security posture to meet these standards can be a significant challenge.
Cloud Security: As organizations increasingly adopt cloud services and infrastructure, CISOs must address the unique security challenges associated with cloud computing. This includes securing data stored in the cloud, managing access controls, and ensuring the security of cloud service providers (CSPs) and their environments.
Security Skills Gap: CISOs often need more skilled cybersecurity professionals. The industry’s rapid growth and evolving threat landscape have resulted in high demand for cybersecurity talent, making recruiting and retaining qualified professionals challenging.
Third-Party Risk: Organizations rely on third-party vendors and suppliers, introducing potential security risks. CISOs must assess the security posture of third parties, establish contractual security obligations, and monitor their adherence to security standards to mitigate the risk of breaches through these external connections.
Security Awareness and Training: Human error remains a significant factor in cybersecurity incidents. CISOs must promote a strong security culture, provide regular training and awareness programs, and educate employees about cybersecurity best practices to minimize the risk of social engineering, phishing attacks, and other user-related vulnerabilities.
Incident Response and Recovery: CISOs must develop and test robust incident response plans to manage and recover from security incidents effectively. This involves identifying and containing breaches, conducting forensic investigations, and implementing remediation measures to minimize the impact and prevent future incidents.
Emerging Technologies: Adopting technologies like the Internet of Things (IoT), artificial intelligence (AI), and blockchain introduces new security challenges. CISOs must understand the security implications of these technologies, assess risks, and implement appropriate controls to protect against potential vulnerabilities and attacks.
Budget and Resource Constraints: CISOs often face budget limitations and the need to prioritize security initiatives. Balancing the allocation of resources to address immediate security needs while investing in long-term security capabilities can be a significant challenge.
What are the Security Compliance CISO Should Follow
As a Chief Information Security Officer (CISO), there are several security compliance frameworks and regulations that you should consider following, depending on the nature of your organization and its operations. Here are some of the key security compliance frameworks and regulations:
General Data Protection Regulation (GDPR): If your organization deals with the personal data of individuals in the European Union (EU), GDPR sets requirements for the protection, processing, and transfer of personal data. It includes principles for data minimization, consent, data breach notification, and the rights of individuals.
Payment Card Industry Data Security Standard (PCI DSS): PCI DSS applies to organizations that handle credit card information. It sets requirements for securing payment card data, including network security, encryption, access controls, and regular vulnerability assessments.
Health Insurance Portability and Accountability Act (HIPAA): HIPAA applies to organizations in the healthcare industry that handle protected health information (PHI). It establishes requirements for the privacy and security of PHI, including access controls, encryption, risk assessments, and breach notification.
Sarbanes-Oxley Act (SOX): SOX applies to publicly traded companies in the United States. It sets requirements for financial reporting and establishes controls and processes to ensure the accuracy and integrity of financial statements. While not solely focused on security, it includes provisions for protecting financial data.
National Institute of Standards and Technology (NIST) Cybersecurity Framework: The NIST Cybersecurity Framework provides guidelines and best practices for managing cybersecurity risks. It covers risk assessment, security controls, incident response, and continuous monitoring.
ISO 27001: ISO 27001 is an international standard that provides a framework for establishing, implementing, maintaining, and continually improving an information security management system (ISMS). It covers various aspects of information security, including risk management, access controls, incident management, and security awareness.
Federal Information Security Management Act (FISMA): FISMA applies to U.S. federal agencies and sets requirements for securing federal information and systems. It mandates risk assessments, security controls, incident response planning, and continuous monitoring.
Security Challenges CISOs Face to Manage Security Team
Managing a security team as a Chief Information Security Officer (CISO) requires effective leadership, communication, and coordination. Here are some key aspects to consider when managing a security team:
Establish Clear Roles and Responsibilities: Clearly define the roles and responsibilities of each team member to ensure everyone understands their specific duties and areas of expertise. This clarity helps streamline operations and avoid confusion.
Set Goals and Objectives: Define strategic goals and objectives for the security team aligned with the organization’s overall security strategy. Communicate these goals to the team and regularly track progress to ensure everyone is working towards the same objectives.
Provide Guidance and Mentorship: Offer team members guidance, mentorship, and professional development opportunities. Encourage skill development, certifications, and staying up-to-date with the latest security trends and technologies—support team members in their career growth.
Foster Collaboration and Communication: Promote a collaborative and open communication culture within the team. Encourage knowledge sharing, cross-functional collaboration, and effective communication channels. Regular team meetings, brainstorming sessions, and updates are valuable for aligning efforts.
Support Decision-Making: Empower team members to make decisions within their areas of responsibility. Provide guidance and support when needed, but encourage autonomy and ownership in decision-making. Foster an environment where team members feel comfortable taking calculated risks.
Establish Incident Response Procedures: Develop clear incident response procedures and ensure the team is well-prepared to handle security incidents effectively. Conduct regular drills, tabletop exercises, and simulations to test and improve the team’s incident response capabilities.
Stay Informed and Adapt: Stay up-to-date with the latest security threats, industry trends, and best practices. Encourage continuous learning and professional development for the team. Adapt security strategies and measures as the threat landscape evolves.
Collaborate with Other Departments: Work closely with other departments, such as IT, legal, HR, and executive management, to ensure security initiatives are aligned with business objectives and integrated into overall organizational operations. Build relationships and foster a culture of security awareness throughout the organization.
Regularly Evaluate and Improve: Regularly evaluate the team’s performance, processes, and procedures. Collect feedback from team members and stakeholders to identify areas for improvement. Implement changes and adjustments as necessary to enhance the team’s effectiveness and efficiency.
Lead by Example: Demonstrate strong leadership skills, integrity, and a commitment to security best practices. Lead by example in adhering to security policies and procedures. Encourage a positive and supportive work environment.
Final Thoughts
CISOs face many common security challenges as protectors of their organization’s digital assets and information.
From sophisticated cyberattacks and insider threats to compliance requirements and resource constraints, these challenges highlight the complex and evolving nature of the cybersecurity landscape.
CISOs must navigate these challenges by adopting a proactive and strategic approach to security, leveraging advanced technologies, fostering a strong security culture, and collaborating with stakeholders.
To overcome these challenges, CISOs must stay abreast of emerging threats, continuously evaluate and improve their security measures, and prioritize investments in critical security capabilities.
They must also foster strong partnerships with internal teams, third-party vendors, and industry peers to collectively address security challenges and share best practices.
While the security challenges CISOs face may seem daunting, they also present opportunities for innovation and growth.
By effectively addressing these challenges, CISOs can enhance their organizations’ security posture, safeguard critical assets, and instill confidence in customers and stakeholders.
Ultimately, the role of a CISO requires a comprehensive and adaptable approach to cybersecurity, where staying one step ahead of threats and continuously improving security measures are paramount.
By embracing these challenges, CISOs can help shape a secure and resilient future for their organizations in an increasingly interconnected and threat-filled digital landscape.
Integrating proprietary and open-source code, APIs, user interfaces, application behavior, and deployment workflows creates an intricate composition in modern applications. Any vulnerabilities within this software supply chain can jeopardize your and your customers’ safety. In this Help Net Security video, Tim Mackey, Head of Software Supply Chain Risk Strategy at Synopsys, discusses supply chain security practices and approaches.
The presence of each third-party application increases the potential for attacks, particularly when end users install them without proper oversight or approval. IT security teams face challenges in obtaining comprehensive knowledge about the apps connected to their corporate SaaS platforms, including their permissions and activities.
In this Help Net Security video, Matt Radolec, Senior Director, Incident Response and Cloud Operations at Varonis, offers advice for CISO-level executives to enhance the security of corporate cloud data.
Chief Information Security Officers (CISOs) hold a critical and challenging role in today’s rapidly evolving cybersecurity landscape. Here are the common security challenges CISOs face.
As organizations increasingly rely on technology to drive their operations, CISOs face complex security challenges that demand their expertise and strategic decision-making.
These challenges arise from the constant emergence of sophisticated cyber threats, the need to protect sensitive data, and the ever-evolving regulatory landscape.
The role of a CISO requires balancing proactive risk mitigation with the ability to respond swiftly to incidents and breaches.
This article will delve into the top challenges CISOs face, including protecting digital assets, managing security incidents, ensuring compliance, dealing with insider threats, and the relentless pursuit of cyber resilience.
By understanding these challenges, CISOs can develop robust cybersecurity strategies and lead their organizations toward a secure and resilient future.
Who is a CISO?
Chief Information Security Officer (CISO) is a senior executive responsible for overseeing and administering an organization’s information security plan.
A CISO’s primary responsibility is safeguarding the confidentiality, availability, and integrity of an organization’s information assets and systems.
They are accountable for creating and enforcing strategies, policies, and procedures to defend against cyber threats, protect sensitive data, and mitigate security risks.
CISOs play a crucial role in maintaining an organization’s security posture by establishing and enforcing security standards, conducting risk assessments, and implementing appropriate security controls.
They collaborate with other executives, IT teams, and stakeholders to align security initiatives with business objectives and ensure that security measures are integrated into the organization’s operations.
In addition to their technical expertise, CISOs often engage in risk management, incident response planning, security awareness training, and compliance with regulatory requirements.
They stay updated on the latest cybersecurity trends, threats, and technologies to address emerging risks and implement appropriate security measures effectively.
The role of a CISO has become increasingly important as cyber threats evolve in complexity and frequency.
CISOs are responsible for safeguarding the organization’s sensitive information, maintaining the trust of customers and stakeholders, and ensuring business continuity in the face of cybersecurity challenges.
What are all the Roles and Responsibilities of CISO?
Developing and Implementing Information Security Strategy: The CISO is responsible for developing and implementing an overarching information security strategy aligned with the organization’s business objectives. This includes setting security goals, defining security policies and procedures, and establishing risk management frameworks.
Leading the Security Team: The CISO manages and provides leadership to the security team, including hiring, training, and supervising security personnel. They ensure the team has the necessary skills, resources, and support to carry out their responsibilities effectively.
Overseeing Security Operations: The CISO oversees day-to-day security operations, including incident response, vulnerability management, threat intelligence, and security monitoring. They ensure appropriate controls, technologies, and processes are in place to protect the organization’s assets.
Risk Management: The CISO is responsible for identifying and assessing security risks to the organization’s information systems and assets. They develop and implement risk management strategies to safeguard critical data and systems, including risk mitigation, transfer, and acceptance.
Compliance and Regulatory Requirements: The CISO ensures that the organization complies with relevant security regulations, industry standards, and legal requirements. They stay updated on emerging regulations and ensure appropriate controls and processes are in place to meet compliance obligations.
Security Incident Response: The CISO leads the organization’s response to security incidents, including data breaches, malware attacks, and other security breaches. They establish incident response plans, coordinate efforts, and collaborate with relevant stakeholders, such as legal, PR, and law enforcement agencies.
Security Awareness and Training: The CISO promotes a culture of security awareness throughout the organization. They develop and deliver security awareness programs and training initiatives to educate employees on security best practices and minimize human-related security risks.
Vendor and Third-Party Risk Management: The CISO assesses and manages security risks associated with third-party vendors and partners. They establish vendor security requirements, conduct due diligence, and monitor compliance with security standards and contractual obligations.
Security Governance and Reporting: The CISO provides regular reports and updates on the organization’s security posture to executive management, board members, and other relevant stakeholders. They ensure that security metrics and key performance indicators (KPIs) are established to measure the effectiveness of security programs.
Incident Investigation and Forensics: In the event of security incidents, the CISO oversees the investigation and forensic analysis to identify the root cause, assess the impact, and prevent future occurrences. As required, they collaborate with internal and external resources, such as forensic experts and law enforcement agencies.
Security Challenges CISOs Face
CISOs face various common security challenges as they strive to protect their organizations’ digital assets and information. Perimeter 81 Guide helps CISOs to prevent their network from being at Risk. Some of the key challenges they encounter include:
Sophisticated Cyberattacks: CISOs must defend against increasingly sophisticated cyber threats, including advanced persistent threats (APTs), ransomware attacks, social engineering, and zero-day exploits. These attacks can bypass traditional security measures and require constant vigilance and adaptive security strategies.
Insider Threats: CISOs need to address the risks posed by insiders, including employees, contractors, or partners who have authorized access to systems and data. Insider threats can involve accidental data breaches, negligence, or malicious intent, requiring a balance between enabling productivity and implementing controls to prevent unauthorized access or data leakage.
Compliance and Regulatory Requirements: CISOs must ensure their organizations comply with industry-specific regulations, such as GDPR, HIPAA, PCI-DSS, or SOX, and evolving privacy laws. Navigating complex compliance requirements and maintaining a robust security posture to meet these standards can be a significant challenge.
Cloud Security: As organizations increasingly adopt cloud services and infrastructure, CISOs must address the unique security challenges associated with cloud computing. This includes securing data stored in the cloud, managing access controls, and ensuring the security of cloud service providers (CSPs) and their environments.
Security Skills Gap: CISOs often need more skilled cybersecurity professionals. The industry’s rapid growth and evolving threat landscape have resulted in high demand for cybersecurity talent, making recruiting and retaining qualified professionals challenging.
Third-Party Risk: Organizations rely on third-party vendors and suppliers, introducing potential security risks. CISOs must assess the security posture of third parties, establish contractual security obligations, and monitor their adherence to security standards to mitigate the risk of breaches through these external connections.
Security Awareness and Training: Human error remains a significant factor in cybersecurity incidents. CISOs must promote a strong security culture, provide regular training and awareness programs, and educate employees about cybersecurity best practices to minimize the risk of social engineering, phishing attacks, and other user-related vulnerabilities.
Incident Response and Recovery: CISOs must develop and test robust incident response plans to manage and recover from security incidents effectively. This involves identifying and containing breaches, conducting forensic investigations, and implementing remediation measures to minimize the impact and prevent future incidents.
Emerging Technologies: Adopting technologies like the Internet of Things (IoT), artificial intelligence (AI), and blockchain introduces new security challenges. CISOs must understand the security implications of these technologies, assess risks, and implement appropriate controls to protect against potential vulnerabilities and attacks.
Budget and Resource Constraints: CISOs often face budget limitations and the need to prioritize security initiatives. Balancing the allocation of resources to address immediate security needs while investing in long-term security capabilities can be a significant challenge.
What are the Security Compliance CISO Should Follow
As a Chief Information Security Officer (CISO), there are several security compliance frameworks and regulations that you should consider following, depending on the nature of your organization and its operations. Here are some of the key security compliance frameworks and regulations:
General Data Protection Regulation (GDPR): If your organization deals with the personal data of individuals in the European Union (EU), GDPR sets requirements for the protection, processing, and transfer of personal data. It includes principles for data minimization, consent, data breach notification, and the rights of individuals.
Payment Card Industry Data Security Standard (PCI DSS): PCI DSS applies to organizations that handle credit card information. It sets requirements for securing payment card data, including network security, encryption, access controls, and regular vulnerability assessments.
Health Insurance Portability and Accountability Act (HIPAA): HIPAA applies to organizations in the healthcare industry that handle protected health information (PHI). It establishes requirements for the privacy and security of PHI, including access controls, encryption, risk assessments, and breach notification.
Sarbanes-Oxley Act (SOX): SOX applies to publicly traded companies in the United States. It sets requirements for financial reporting and establishes controls and processes to ensure the accuracy and integrity of financial statements. While not solely focused on security, it includes provisions for protecting financial data.
National Institute of Standards and Technology (NIST) Cybersecurity Framework: The NIST Cybersecurity Framework provides guidelines and best practices for managing cybersecurity risks. It covers risk assessment, security controls, incident response, and continuous monitoring.
ISO 27001: ISO 27001 is an international standard that provides a framework for establishing, implementing, maintaining, and continually improving an information security management system (ISMS). It covers various aspects of information security, including risk management, access controls, incident management, and security awareness.
Federal Information Security Management Act (FISMA): FISMA applies to U.S. federal agencies and sets requirements for securing federal information and systems. It mandates risk assessments, security controls, incident response planning, and continuous monitoring.
Security Challenges CISOs Face to Manage Security Team
Managing a security team as a Chief Information Security Officer (CISO) requires effective leadership, communication, and coordination. Here are some key aspects to consider when managing a security team:
Establish Clear Roles and Responsibilities: Clearly define the roles and responsibilities of each team member to ensure everyone understands their specific duties and areas of expertise. This clarity helps streamline operations and avoid confusion.
Set Goals and Objectives: Define strategic goals and objectives for the security team aligned with the organization’s overall security strategy. Communicate these goals to the team and regularly track progress to ensure everyone is working towards the same objectives.
Provide Guidance and Mentorship: Offer team members guidance, mentorship, and professional development opportunities. Encourage skill development, certifications, and staying up-to-date with the latest security trends and technologies—support team members in their career growth.
Foster Collaboration and Communication: Promote a collaborative and open communication culture within the team. Encourage knowledge sharing, cross-functional collaboration, and effective communication channels. Regular team meetings, brainstorming sessions, and updates are valuable for aligning efforts.
Support Decision-Making: Empower team members to make decisions within their areas of responsibility. Provide guidance and support when needed, but encourage autonomy and ownership in decision-making. Foster an environment where team members feel comfortable taking calculated risks.
Establish Incident Response Procedures: Develop clear incident response procedures and ensure the team is well-prepared to handle security incidents effectively. Conduct regular drills, tabletop exercises, and simulations to test and improve the team’s incident response capabilities.
Stay Informed and Adapt: Stay up-to-date with the latest security threats, industry trends, and best practices. Encourage continuous learning and professional development for the team. Adapt security strategies and measures as the threat landscape evolves.
Collaborate with Other Departments: Work closely with other departments, such as IT, legal, HR, and executive management, to ensure security initiatives are aligned with business objectives and integrated into overall organizational operations. Build relationships and foster a culture of security awareness throughout the organization.
Regularly Evaluate and Improve: Regularly evaluate the team’s performance, processes, and procedures. Collect feedback from team members and stakeholders to identify areas for improvement. Implement changes and adjustments as necessary to enhance the team’s effectiveness and efficiency.
Lead by Example: Demonstrate strong leadership skills, integrity, and a commitment to security best practices. Lead by example in adhering to security policies and procedures. Encourage a positive and supportive work environment.
Final Thoughts
CISOs face many common security challenges as protectors of their organization’s digital assets and information.
From sophisticated cyberattacks and insider threats to compliance requirements and resource constraints, these challenges highlight the complex and evolving nature of the cybersecurity landscape.
CISOs must navigate these challenges by adopting a proactive and strategic approach to security, leveraging advanced technologies, fostering a strong security culture, and collaborating with stakeholders.
To overcome these challenges, CISOs must stay abreast of emerging threats, continuously evaluate and improve their security measures, and prioritize investments in critical security capabilities.
They must also foster strong partnerships with internal teams, third-party vendors, and industry peers to collectively address security challenges and share best practices.
While the security challenges CISOs face may seem daunting, they also present opportunities for innovation and growth.
By effectively addressing these challenges, CISOs can enhance their organizations’ security posture, safeguard critical assets, and instill confidence in customers and stakeholders.
Ultimately, the role of a CISO requires a comprehensive and adaptable approach to cybersecurity, where staying one step ahead of threats and continuously improving security measures are paramount.
By embracing these challenges, CISOs can help shape a secure and resilient future for their organizations in an increasingly interconnected and threat-filled digital landscape.
In the wake of the ex-Uber CISO verdict, CISOs ask for clearer rules and less uncertainty in managing disclosures, amid jail-time fears.
Getting cybersecurity incident disclosure right can mean the difference between prison and freedom. But the rules remain woefully vague.
Chief information security officers (CISOs) and their teams know there’s a certain amount of risk intrinsically baked into the job. But the recent sentencing of former Uber CISO Joseph Sullivan for his role in covering up a 2016 data breach at the company has significantly upped the ante.
SolarWinds CISO Tim Brown survived one of the most spectacular security breaches in history in 2020 inan epic supply chain attack, and emerged on the other side with the business — and his professional reputation — intact. In an interview with Dark Reading, he explained that CISOs are asking for clarity on rules around disclosures. The Federal Trade Commission (FTC) has rules, and beyond that, there is a vast and evolving mousetrap of rules, regulations, executive orders, and case law dictating how and when disclosures need to occur, and that’s before anyone considers the impact of an incident on the business.
“Liability is something that has CISOs concerned,” Brown says. “It’s a concerning time and creates stress and angst for teams. We want to be covered.”
A court found Uber’s Sullivan guilty of working to cover up the breach from FTC investigators, as well as trying to keep the breach secret from other Uber executives. Brown acknowledges that Sullivan made the mistake, in the view of the court, of trying to make disclosure decisions unilaterally, without legal guidance, which left him open to prosecution.
Sarbanes-Oxley Act for CISOs?
To avoid making such mistakes, CISOs need something in the mold of the 2002 Sarbanes-Oxley Act, which details financial reporting regulations for chief financial officers (CFOs), Brown says.
In the same way Sarbanes-Oxley prescribes steps that CFOs are expected to take to prevent financial fraud, Brown says that he would like to see new federal regulations that outline CISO requirements for preventing and responding to cybercrime on their watch.
The stakes are high: While Sullivan was only sentenced to three years’ probation for his role in attempting to bury Uber’s data breach, Judge William Orrick used Sullivan’s hearing as an opportunity to send a chilling warning to the next CISO unfortunate enough to find themselves in his court.
“If I have a similar case tomorrow, even if the defendant had the character of Pope Francis, they would be going to prison,” Judge Orrick said to Sullivan. “When you go out and talk to your friends, to your CISOs, you tell them that you got a break not because of what you did, not even because of who you are, but because this was just such an unusual one-off.”
Disclosure Maze
The litany of hazy rules and emerging guidelines doesn’t provide CISOs and cybersecurity teams with a clear path to compliance, meaning in-house counsel and outside legal advisers have become essential in helping organizations navigate the disclosure process maze.
“Enterprise security teams do not exist in a vacuum when it comes to evaluating disclosure of data breaches and security incidents,” says Melissa Bischoping, director of endpoint security research at Tanium, on the current disclosure landscape. “Their responses must be coordinated with legal and communications stakeholders to ensure they are meeting regulatory and legal requirements, and providing the appropriate level of information to the right consumers of the information.”
Beth Waller, an attorney and chair of cybersecurity and data privacy at Woods Rogers Vandeventer Black, says oversight bodies as well as consumers are driving cybersecurity incident transparency — and shrinking acceptable disclosure windows.
Waller points to a grab bag of regulations pushing disclosures, such as the Security and Exchange Commission’s demand for immediate data incident disclosure for publicly traded companies, as well as federal regulations on sectors like banking, healthcare, and critical infrastructure demanding disclosures within days of its discovery. Department of Defense contractors must notify the DoD of an incident within 72 hours, she points out.
“For international companies, regulations like the Europe’s General Data Protection Regulation (GDPR) drive similar timelines,” Waller says. “More and more, a company that wants to keep a data incident quiet cannot do so from a regulatory or legal standpoint.”
Disclosure Dangers
As pressure mounts on enterprise cybersecurity teams to disclose quickly, Dave Gerry, CEO of Bugcrowd, acknowledges the value of transparency for trust and the flow of information, but explains he is also concerned that rapid disclosure could rob security teams of priceless time to respond properly to cyberattacks.
“Incident disclosure needs to allow for the opportunity for the security organization to rapidly patch systems, fix code-level vulnerabilities, eject attackers, and generally mitigate their systems prior to publicly disclosing details ensure additional security incidents don’t come as a result of the disclosure,” Gerry adds. “Identifying the root cause and magnitude of the incident to avoid adding additional fear and confusion to the situation takes time, which is an additional consideration.”
Data ‘Duty of Care’ Defined
Making things more confusing, US state attorneys general are pushing for tougher regulations around cybersecurity incident disclosures, leaving each state with its own unique disclosure landscape riddled with broad, ill-defined requirements like taking “reasonable” actions to protect data.
Veteran CISO and VMware cyber strategist Karen Worstell notes that Colorado AG Philip Weiser took an important step toward clarifying CISO obligations last January, when he offered a definition of “Duty of Care” rules under the Colorado Privacy Act requiring reasonable action be taken to protect personal data.
According to Weiser, the definition was informed by actual cases that have come through his office, meaning it reflected how prosecutors viewed specific data breaches under their jurisdiction.
“First, we will evaluate whether a company has identified the types of data it collects and has established a system for how storing and managing that data — including ensuring regularly disposing of data it no longer needs,” Weiser said in prepared remarks regarding data breach rules. “Second, we will consider whether a company has a written information security policy. For companies that have no such policies or have ones that are outdated or exist only in theory with no attempt to train employees or comply with the policy, we will view more skeptically claims that their conduct is reasonable.”
Waller applauds Weiser’s move to clarify disclosure rules in his state. In Colorado, as well as Virginia, the attorney general has the sole authority to hold someone liable for breaking state privacy laws.
“Colorado Attorney General Weiser’s comments provide helpful background on the security considerations state attorney generals will consider in looking at bringing violations under these new data privacy laws,” Waller says.
Despite such strides forward, for now the rules still leave plenty of room for enterprise cybersecurity teams to get it wrong.
“The current emerging cacophony of new state privacy regulations, coupled with a hodgepodge of state data breach laws, means that we can hope a federal privacy law would eventually address the need for uniform guidance for entities experiencing a data breach,” Waller says.
“In the absence of federal guidance, the legal landscape remains simply complex,” Waller adds.
The slow churning of courts, regulatory bodies, and legislatures means it’s going to take time for all parties to get on the same page. But SolarWinds’ Brown expects more standardized rules for CISOs and their organizations to likely emerge over the next five or so years. In the meantime, he suggests keeping legal teams closely involved in all cyber incident responses.
“It will be evolving, and we will get crisper,” Brown says. “I’m hopeful.”
CISOs can and should push back when they’re presented with budget costs that affect the business. Here’s how.
Today’s enterprise security executives face situations that could really hurt the company’s bottom line. Security teams are trying to modernize security operations in an increasingly porous network environment with ever more sophisticated threats. There are also economic pressures from layoffs, budget cuts, and restructuring.
Even worse, CFOs have heard from CISOs the doom-and-gloom predictions of the potential fiscal disaster of data breaches so often that it’s no longer resonating with them.
The doomer scenario is not hypothetical — global compliance requirements and privacy regulations drive the cost of a breach even higher than just the technical costs. However, CFOs and other C-level executives have heard these warnings so often now that it’s just background information that doesn’t drive their decision making.
Is there a more effective way to help the CFO understand why security needs to be far better funded? Yes: Present the CFO with a shared-risk scenario.
Setting Protection Priorities
Allan Alford, who was a CISO in various industries including technology, communications, and business services before morphing into a CISO consultant, says CISOs should use a different approach to describe cybersecurity issues to the CFO. They should begin by asking the CFO to identify the six most important strategic elements of the business — possibly including the supply chain, manufacturing operations, sensitive future product plans, etc. — then detail their plans for protecting each of those critical areas, Alford says.
The CISO can present the situation to the CFO in the following manner: “Thanks for sharing those priorities. Now, you are saying we need to cut the security budget by 37%. Given the state of the economy in our sectors, that is completely understandable. To make the cuts possible, can you tell me which of these six areas I should stop protecting? We will also need to bring in the line-of-business executive so that you can explain how these changes will impact that area.”
Historically, CISOs, CSOs, CROs, and other security-adjacent executives have been good soldiers, accepting the CFO-ordered cuts and deciding where changes have to be made, Alford says. This conflicts with the CISO’s job: to protect the company — including all intellectual property and all assets.
If the CFO decides to cut back security funding, they need to work with the COO, the CEO, the board, and other senior executives to decide which operations they can afford to not protect. It should not be left to the CISO to make those calls or defend the choices.
In fairness, the decision is rarely black-and-white. But if the CISO positions the budget decisions in this manner, the CFO will see the actual business impact the reductions would have. When the CFO is forced to decide where the cuts will happen and to choose which top-priority division is left undefended, the conversation shifts, Alford says. The CISO can say to the CFO, “We’ll jointly figure out what risks are tolerable, but make no mistake: A 37% cut will put various units at extreme risk. Can the business afford that deep a cut in our defenses?”
The CISO can present cost-effective alternatives to reduce security defenses, rather than eliminating them entirely. Now there is the possibility of negotiating a smaller budget cut. Maybe that 37% cut becomes a 23% cut.
Negotiating as a Group
The conversation shouldn’t begin and end with the CFO, says Daniel Wallance, an associate partner with McKinsey. It should involve the board’s risk committee, the CEO, the COO, and other colleagues who have a role in security spending, such as the CIO and the CRO.
“There is also spend coming from risk management [and] compliance on top of IT. I would engage those functions, as they have shared [security] responsibility and they may actually have dedicated resources,” Wallance says. “I need this to not be a one-on-one conversation. I want to make it a group.”
These conversations with other security executives should happen before and after the CFO meeting, but not during.
The CISO needs to meet with the other security players before meeting with the CFO to learn what overlaps and redundancies currently exist. The CISO also needs to know how much budget flexibility those other executives are willing to offer. That will be crucial information to have while working with the CFO. After meeting with the CFO, the CISO can go back to the other executives and see what they can negotiate as a group.
The actual CISO-CFO meeting should be just the two executives, to avoid making the CFO feel ganged up on. The discussion should be as friendly as possible to allow for reasonable compromises.
Involving the board’s risk committee is critical, as it is ultimately the board’s role — working with the CEO — to dictate the company’s risk tolerance. If the CFO’s requested budget reductions conflict with that risk tolerance, the board needs to know about it.
“The CISO should be meeting with the risk committee regularly,” Wallance says. “The business may not understand the implications of the budget cut. The CFO is not the only person at issue here.”
Adapting to Market Conditions
Larger trends in the economy also affect CISO budgetary needs.
There is a realistic existential threat to cyber insurance, the net that CFOs have relied on for more than 20 years. Lloyds of London said that it would stop covering the losses from state actor attacks, which is problematic given how difficult it is to prove an attack’s origin and who funded it. Insurance giant Zurich warned it might abandon cyber insurance entirely. And an Ohio Supreme Court decision raised the prospect of other cyber insurance limitations. Those changes could sharply increase the pressure on the CFO to better fund security, given that the enterprise will now be on the hook for the full amount of damages.
A complicating factor is the much-ballyhooed cybersecurity talent shortage. Whether the gap is as big as some say, it’s true that the cost of talent today is higher than what most budgets allow. So, yes, you will have difficulty finding qualified people, but increase the salary enough and, poof — no more talent shortage.
Richard Haag, the VP for compliance services at consulting firm Intersec Worldwide Inc., maintained that the difficulty in acquiring sufficiently experienced talent is a powerful argument in those CFO discussions.
“[I]n security, labor is about the only thing that can possibly be cut. You can’t just swap out firewalls. These agreements are locked in,” Haag says. “You need to say ‘I can barely protect your top strategic areas now. With the cuts you want, I simply won’t be able to defend your top targets and certainly not your not-so-top targets. I need more people, certainly not fewer people.'”
Alford also suggests the CISO point out how they negotiate lower vendor costs. Document it and share it with the CFO to demonstrate that the budget is being spent wisely.
“Demonstrate your efficiencies by driving vendor discounts as low as you can get them to go. CFOs want to know the money is being well spent, and ‘we got a heck of a deal’ does that well,” Alford says.
Finally, the CISO can also make the case for better security delivering more revenue. Does higher security investment make prospective customers more comfortable? Is lack of security making some existing customers leave? For example, if a financial institution chooses to reimburse customers in all fraud situations — rather than what most FIs do, which is to only reimburse in some situations — it could boast that its customers are better protected against fraud, prompting customers to leave competitors. That move would justify higher cybersecurity spend because of the greater acceptance of fraud costs.
“If you can shorten that sales cycle and prove that security gained more sales, it can be highly persuasive to CFOs: ‘Today, three customers walked away, but tomorrow none will,'” Alford says.
Chief information security officers (CISOs) are senior-level executives responsible for overseeing an organization’s information security strategy and operations. They are responsible for identifying, evaluating and mitigating security risks and ensuring the organization’s information assets are protected from cyber threats and attacks.
CISOs play a critical role in protecting an organization’s valuable information assets. As such, they must possess a strong understanding of the latest threats and technologies in the cybersecurity landscape. They must also have strong leadership and communication skills and the ability to work effectively with other organizational executives and stakeholders. But why are they often forced to also play the role of firefighter?
When a CISO is referred to as a “firefighter,” it typically means that they are spending a significant amount of time responding to security incidents and putting out fires rather than being able to focus on proactively preventing those incidents from occurring in the first place. Here are some reasons why a CISO may become a firefighter:
1. Lack of resources: A CISO may not have sufficient resources (e.g., budget, staff, or technology) to implement a comprehensive cybersecurity program effectively. This can lead to security incidents that require a reactive response.
2. Insufficient risk management: A CISO may not have a robust risk management program in place, which means that security incidents are more likely to occur. Without proper risk management, a CISO may be caught off guard by security incidents and have to react quickly to mitigate the damage.
3. Lack of security awareness: Employees may not be properly trained on cybersecurity best practices, which can lead to security incidents such as phishing attacks or malware infections. When employees are unaware of the risks, they may inadvertently engage in behaviors that put the organization at risk.
4. Rapidly evolving threat landscape:Cyberthreats constantly evolve, so a CISO must be vigilant and adapt to new threats. If a CISO is not proactive in staying up-to-date with the latest threats, they may be caught off guard when a new threat emerges.
5. Organizational culture: The organizational culture may not prioritize cybersecurity, making it difficult for a CISO to implement a comprehensive cybersecurity program. If the organization does not prioritize cybersecurity, it may not allocate sufficient resources to the CISO to effectively prevent security incidents.
To avoid being a firefighter, a CISO must take proactive measures to prevent security incidents from occurring. This includes implementing a comprehensive cybersecurity program, conducting regular risk assessments and educating employees on cybersecurity best practices. By taking a proactive approach, a CISO can reduce the likelihood of security incidents and spend less time reacting to them.
It is important to note that being a firefighter is not necessarily negative, as incident response is a critical component of a comprehensive cybersecurity strategy. While it is important for CISOs to be proactive in identifying and mitigating potential threats, it is also crucial for them to respond quickly and effectively when incidents occur.
Ideally, CISOs should be able to balance their time between proactive prevention efforts and reactive incident response. This requires having a comprehensive security program in place, including technical controls, policies, procedures and employee training programs. By taking a holistic approach to cybersecurity, CISOs can work to reduce the number and severity of security incidents they need to respond to and shift their focus more towards proactive prevention.
