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These are tough times to be running abusiness.
Or for a key supplier to suffer the same.
Junesransomwareattack on an NHS provider showed the catastrophic knock-on effect such a breach can have.
Thats why CISOs up and down the country are trying to build a case for improving cyber resilience.
However, their job isnt easy.
First, they have to convince a skeptical and sometimes downright hostile board.
Technical Director UK & Ireland at Trend Micro.
Unfortunately, this is getting harder than ever as digital investments expand the typical corporate attack surface.
Ransomware isnt the only threat facing these organisations.
For some companies, it has become an existential risk.
Undermined and undervalued
Investing in cyber-resilience should therefore be an open-and-shut case for CISOs to make.
Unfortunately, it is not quite so straightforward.
The board must buy into their vision, implicitly understanding the business criticality of effective cyber-risk management.
Many claim this is because they are seen as being nagging and are viewed as overly negative.
A third say they have been dismissed out of hand.
Bridging the gap
This is partly the fault of the board.
CISOs can sometimes also be part of the problem, by packing theirpresentationswith irrelevant metrics and industry jargon.
What will it take us to get there?
They need to align cyber with business risk, and cybersecurity outcomes to business objectives.
And they need to work harder to build personal relationships with board members.
The journey starts here
How do they get there?
Using the right metrics is a good start.
It may be a long journey ahead for some companies, but the alternative is far worse.
We list the best online cybersecurity course.
The views expressed here are those of the author and are not necessarily those of TechRadarPro or Future plc.
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