Commentary
In the cybersecurity field, the path to securing the necessary resources is often riddled with obstacles, chief among them being hearing the word “no.” This isn't just about budget (though financial constraints play a key role) – it's also about convincing executives of the essential value of a comprehensive cyber defense strategy. The reality is that every Chief Information Security Officer (CISO) will face pushback at some point. It could be from a Chief Financial Officer (CFO) who is skeptical of the return on investment of a new cyber platform, or a CEO who believes a “good enough” EDR or SIEM solution will suffice and therefore underestimates the company's vulnerabilities.
But relying on “good enough” in cybersecurity is a shaky stance at best — in terms of physical security, it's like leaving your doors unlocked in a burglary-ridden area. These vulnerabilities are not newOrganizations have struggled to protect against these threats for decades, and weak passwords and phishing scams remain the root causes of security breaches due to the inability to effectively eliminate shared secrets from the user authentication process and the ease with which credentials can be reset or stolen through social engineering.
Advanced cybersecurity capabilities are more than just a technology upgrade; they are an essential defense against increasingly sophisticated attacks. Without the right tools and resources, organizations – especially those that handle vast amounts of data – are highly vulnerable to cyber threats. The impact of saying “no” can be dire, leading to potential threats becoming reality and even headline-grabbing data breaches.
Influencing organizational thinking
The challenge for CISOs, then, is not just to address the direct impact of these denials, but also to influence the broader way their organizations think about cybersecurity. It is important to paint a clear picture of the potential consequences of inadequate defenses and advocate for the investments necessary to mitigate risk. Recent notable examples The case involved a financial professional being defrauded and accidentally paying $25 million. Deepfake Video. Such costly errors are also why it's important to recognize that deadlock could be a sign of a deeper misalignment with organizational values and priorities. In these cases, the CISO may find themselves exploring career opportunities elsewhere, whether by choice or necessity. In either case, they'll want their new environment to be one that embraces and fosters proactive cybersecurity practices.
Yet even the most forward-thinking leaders Budgetary constraints limiting cybersecurity spendingIn these circumstances, strategic risk management becomes critical: CISOs must work closely with executive leadership to identify areas where risk is acceptable and where it is not.
Looking back on this, a notable moment in my personal career was when we discovered that our security capabilities had gaps due to a lack of advanced tools in our production infrastructure. Initially, the CFO raised budgetary concerns about the impact on cost of goods sold (COGS), but we had a constructive dialogue and highlighted the long-term benefits, including foundational security protections, compliance with new standards, increased customer trust, and strengthened brand reputation. We shifted the perspective by presenting the investment as a proactive measure to grow the business and mitigate risk, rather than just an additional cost.
This approach led to a unanimous decision to upgrade our security infrastructure, marking a major step forward in our cybersecurity efforts. Documenting these decisions was critical, creating a document that not only articulates the agreed-upon risks and vulnerabilities, but also shares accountability. This description serves as an important reference that emphasizes shared responsibility for cybersecurity decisions and their outcomes.
The journey for CISOs to drive a strong cybersecurity posture is complex, involves negotiations, strategic compromises, and sometimes leads to exploring new career opportunities. The key is a comprehensive security strategy, ongoing commitment to strategic risk management, and the courage to align with an environment that prioritizes cybersecurity, when necessary. As the digital environment evolves, so too must the approach to securing it, ensuring that “no” becomes a driver for innovation and dialogue, rather than an insurmountable barrier.
