In a world where cyber threats are on the rise and the stakes have never been higher, Chief Information Security Officer (CISO) veteran Tyler Farrar has penned an open letter to CEOs around the globe, urging them to take action. Each week, new cybersecurity incidents make headlines, costing companies millions, damaging their reputation irreparably, and sparking waves of uncertainty among customers and stakeholders alike.
The crucial question at hand is: Who is responsible when things go wrong? While one might assume that CISOs and security decision-makers bear this responsibility, it becomes challenging when they are not given the necessary authority, resources, and support to act effectively. The problem lies not in lacking strategies, tools, or insights, but rather in the prevailing organizational structure that often deprives CISOs of the autonomy they require.
Imagine asking your CFO to manage financial risks without access to budgets, or your COO to oversee operations without control over processes. This is the reality for many CISOs today: accountability without authority, responsibility without autonomy. This not only undermines all cybersecurity initiatives and efforts but also prevents security decision-makers from becoming strategic partners. As a result, CISOs are often excluded from discussions that shape the future direction of the company.
Whether introducing a new product, entering a new market, or handling mergers and acquisitions, cybersecurity should play a pivotal role in these decision-making processes from the outset. When security decision-makers are brought in after decisions have been made, reactive, patchwork solutions emerge, costing more and delivering less impact.
Granting a CISO a seat at the decision-making table is not merely a symbolic gesture but a practical necessity. This allows for aligning security strategies with business objectives, identifying risks before they escalate, and ensuring opportunities are pursued with minimal risk.
If there are doubts about whether your CISO is capable of fulfilling these roles, it is crucial to assess whether they have been equipped with the resources and authority needed to lead effectively. Opting for the cheapest candidate may result in overlooking highly competent leaders who deliver both in terms of security and strategic value. If a CISO proves inadequate in the face of these challenges, it is not solely their fault but also the fault of those who hired them.
A CISO’s role goes beyond approving budgets and releasing tools; they should create an environment where security is viewed as a business enabler rather than an obstacle. How security is perceived within your organization largely depends on you as the CEO. If you view the CISO as a technical advisor or a necessary evil, that perception will permeate throughout the workforce. However, seeing the security decision-maker as an integral part of your leadership team sends a powerful message: security is not just about avoiding problems but also about enabling success.
Therefore, I urge you to reflect on the current role of your security decision-maker, recognize the value they bring, and provide them with the platform needed to deliver value. This could significantly enrich your business strategy.
Sincerely,
Tyler Farrar
Chief Information Security Officer
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