FINE-TUNING
THE BOARDROOM
AND MITIGATING
MERGER RISKS
Two industry experts from F5 Networks discuss
the importance of fine-tuning the boardroom
to keep pace with modern cyberthreats and
offer advice on how to mitigate merger and
acquisition cyber-risks.
F
Fine-tuning the boardroom
Tabrez Surve, Regional Head of
Security, Middle East, Turkey and
Africa, F5 Networks, examines why the
c-suite needs to stay agile and keep
pace with the times.
Most major strategic shifts tend to
happen at board level but does that
necessarily result in optimal outcomes?
Are the right people always present to
help make, or at least guide, the big
calls? Involving the right people at the
right time seems logical but it doesn’t
always happen. The right questions
aren’t always asked. Nuance and long-
term operational impact can get ignored.
Security
Cybersecurity is essential to
any credible business strategy.
Unfortunately, too many boards overlook
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its importance. Budgets are assigned
without context or insight and overall
performance suffers accordingly. Today,
the voices of security experts should be
heard loud and proud at the top table.
There are many ways this could happen,
but one obvious tactic is to elevate the
importance of the Chief Information and
Security Officer (CISO).
For many, this still represents a journey.
CISOs, though growing in prominence,
still struggle to wield influence at board-
level. According to recent F5-sponsored
research by the Ponemon Institute, only
19% of CISOs reported all data breaches
to their board of directors. Furthermore,
46% admitted CEO and board-level
communications only happen in the
event of material data breaches and
cyberattacks. This is a serious strategic
disconnect. CISOs need to be an active
and respected contributory presence at
board level.
Tabrez Surve, Regional Head of Security,
Middle East, Turkey and Africa, F5 Networks
Gender and inclusivity
Though exceptions exist, global
boardrooms tend to be male dominated.
This is a mistake on a multitude of levels.
Diversity of talent, background and
opinion can only lead to more rounded,
contemporary business strategies. A
narrowing of perspective will always hit
profit margins and innovation capacity.
Fortunately, the tide is starting to change.
In 2011, 152 FTSE 350 companies had
an all-male board. Today, it is just five.
Recent reports also suggest that FTSE
100 companies are on track to have 30%
of board positions occupied by women
by 2020. In 2011, only 12.5% of FTSE
100 boardroom positions were held by
women. While this doesn’t quite capture
Issue 11
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