With regards to many other C-level roles, the Chief Information Security Officer (CISO) position is a fairly recent creation for many organisations. Although it started to emerge over 15 years ago, it has been spurred further recently by growing concerns over cybersecurity and highly publicized data breaches. Figuring out its right place within organisations is still quite a hot debate between management and security experts
Why are so many organisations and security professionals still worried about the reporting line of the CISO? This is one of the oldest and most consistent debate agitating the security industry, and it looks far from resolved. It has been polluted for decades by arbitrary and simplistic views on “separation of duties” and alleged “conflicts of interest”. But those views often come from sectors of the corporate spectrum with a fairly theoretical idea on how an organisation should operate, and rarely reflect the reality of how large organisations function.
Surveys suggest that the average tenure in a CISO position is around 2 years. Nothing will change until the profile of the CISO is raised and they start to see their role over the mid to long-term
The GDPR is not just about Security, but it has been dominating the life of many CISOs since last year. What does that mean in practice for the CISO? and why would a CISO be worried?
There is some form of management reality beyond the “100 days” journalistic cliché: How does an incoming executive make an impact in a new role? What are the real timeframes to look at, and what can be expected and over what horizon? What are the key issues that should raise a red flag during the first few months in a new senior position? and those which can be ignored?
It is strategic execution that is key to protection from cyber threats, and therefore creating the conditions for execution to take place is paramount. Those conditions revolve around trust and closing “trust gaps”.