Leadership within a cybersecurity team relies heavily on how cybersecurity is positioned as a business enabler .

Additionally , I incorporate KPIs that encourage and measure initiative from team members . For instance , I track the number of ideas or suggestions they propose , regardless of whether the ideas are immediately actionable . Recently , a team member suggested using AI to analyse and monitor login attempts – a creative concept that may not yet be fully developed but reflects their proactive mindset and understanding of cybersecurity as an evolving field .

This balance of measurable outcomes and fostering a culture of innovation ensures that my team remains engaged , growing and aligned with the dynamic nature of cybersecurity .

What are the key challenges in maintaining a balance between day-today cybersecurity operations and the pursuit of innovation ?

Balancing day-to-day cybersecurity operations with driving innovation is one of the biggest challenges I face . Daily operations often demand significant attention and can consume much of the team ’ s time , especially with tasks like SOC monitoring , incident response , phishing campaigns and cybersecurity awareness training .

To navigate this , I divide my team into two groups . One focuses on daily operations , ensuring consistent performance and collaboration with IT . The other group works in small workshops , held daily or two to three times a week , dedicated to brainstorming and developing innovative ideas or solutions . These workshops allow my team to explore new technologies , refine processes and propose initiatives without compromising operational stability .

I rotate team members between these groups regularly to maintain fresh perspectives and ensure that everyone gains experience in both operational tasks and innovation . For example , insights from daily operations , like response times to critical alerts , are brought into workshops for analysis . The workshops use this data to benchmark performance and develop strategies for improvement , which are later implemented back into operations .

When piloting new technologies , we often start with a proof-of-concept ( PoC ) in the workshop group . Once validated , the PoC is gradually integrated into daily operations , allowing the team to monitor its impact and refine its use in real-time .

This dynamic approach ensures that our cybersecurity operations remain robust while fostering a culture of continuous improvement and innovation .

How do you foster an environment of collaboration within your cybersecurity team , especially when integrating new security technologies or methodologies ?

Collaboration is essential for implementing a successful cybersecurity strategy . Achieving this requires fostering an environment where every team member feels heard and valued . I ensure that no voice or idea is overlooked , creating a culture of inclusivity that encourages participation .

When integrating new security technologies or methodologies , I start by gathering input from the entire team . Once ideas and feedback are collected , I work closely with vendors and partners , establishing clear success criteria to evaluate the proposed solution . Based on these criteria , we set up a controlled testing environment , such as a user acceptance testing ( UAT ) or proof-of-concept ( PoC ) environment , to assess the technology ’ s effectiveness .

My academic background influences my approach : I thoroughly study the technology and the vendor before initiating communication . This ensures informed decision-making and helps us identify potential limitations early on . For example , during

52 WWW . INTELLIGENTCISO . COM