Page 173 - Cyber Defense eMagazine December 2023

fines, or inflate business friction are some of the many tactics leaders follow to dismiss threats and move
on with business. But the SEC’s disclosure rules and recent actions up the ante for organizations
choosing to ignore evidence, demanding that CISOs continue to convey the cyber-truths that leadership
may be reluctant to face.

Short of running Monte Carlo simulations for every risk, CISOs must distill intricate technical risks into
business impacts that resonate across the entire organization. Cyber security is a complex domain,
replete with technical nuances that can be challenging for non-technical leaders to grasp. A successful
CISO, therefore, must be bilingual, fluent in the languages of both technology and business. They must
translate cyber risks into tangible business impacts -- potential losses in revenue, brand damage, or
regulatory non-compliance. This requires a nuanced understanding of risk management, accepting that
not all risks can be eliminated, but they can be managed to an acceptable level.

“I speak for the risks, for the risks have no tongues.”

However, it’s not just about pointing out the problems, the CISO must also be a problem-solver. They
must work collaboratively with other leaders to find ways to enable the business while protecting it --
providing insights and recommendations that allow others to make informed decisions based on the
company’s risk appetite and strategic direction. But the effectiveness of a CISO is not just measured by
the absence of breaches; it’s their ability to enable the business to take calculated risks confidently. The
CISO must work to ensure that cyber security is built into the DNA of every project. They must advocate
and champion secure-by-design principles to ensure that security is not an afterthought but a
fundamental component of every initiative. By forcing organizations to acknowledge and address cyber
risks proactively, CISOs not only protect the enterprise but also contribute to its resilience and long-term
success.

CISOs also face the issue of risk prioritization. In an ideal world, every vulnerability would be patched,
every threat neutralized, every alert investigated. However, resources are constrained, investments are
finite, and not all risks are created equal. The CISO must often make difficult decisions about what to
protect first, knowing that some areas will remain vulnerable. This requires a deep understanding of the
business, ensuring that the most critical assets receive the highest level of protection. It requires
negotiation, trading growth now for mitigation later. It requires discipline and organization, tracking
exceptions granted to revisit risks accepted. Finally, it demands further transparency, making sure
leaders understand and support the risk-reward calculation.

“Unless someone like you cares a whole awful lot, nothing is going to get better. It's not.”

Considering these responsibilities, the CISO's truth-telling is an act of strategic importance. Cyber-truths
can no longer be sidelined or downplayed; they must be front and center in an organization’s strategic
decisions, day-to-day prioritization, and dialogue with the market and regulators. This transparency not
only adheres to the letter of the law but also builds investor trust — showcasing the company’s
commitment to diligent risk management and operational integrity. Cyber-truth, while inconvenient, is
now a commodity of public interest, scrutinized by investors and regulators alike. As digital risks morph
into financial and reputational risks, the CISO’s role evolves into that of a strategist, advocate, evangelist,
and communicator – a calling that is essential for navigating the treacherous waters of the digital age. By

Cyber Defense eMagazine – December 2023 Edition 173
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