expert
OPINION
ultimately , the board makes the call . It is part of the CISO ’ s job to offer scenarios as a series of documented steps : investment 1 , timeline 1 , benefits 1 and risk 1 . Then , the CISO can suggest a second and a third sequence of the above . Choosing how to proceed is the board ’ s job . This way , the CISO becomes an empowered execution lever for a consensual decision instead of being pinpointed as the only one to blame for the results .
• Executive leadership : The CISO needs to report directly to the CEO , otherwise the job is a ‘ widow maker ’. The consequences of unclear or diluted support go beyond the discomfort of the position ; the survival of the company is at stake . In 2024 and beyond , submitting cybersecurity to any other consideration than
the company strategy is a major governance mistake . Like the Titanic shipbuilders who traded rescue boats for rooms on the sundeck .
Cybersecurity is not only about avoiding icebergs . It is a holistic approach that embraces all the active and passive security dimensions into one integrated platform . Holistic here does not mean monopolistic . Legacy , old-school , best-of-breed and point solutions are facts of life . However , the number of technologies , vendors , processes and the magnitude of Digital Transformations call for simplification .
Too often , this maelstrom turns into major incidents that operate as wake-up calls . Then the question is not about the one million dollars we did not spend , but about the 100 million dollars we just lost .
More than ever , getting your board on board with cybersecurity risk is key today .
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